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RECIPIENT: North Dakota Building Project Manager Competencies Via the Mentor/Apprentice Relationship
In 1999, the North Dakota legislature enacted law that required oversight of any information technology projects in excess of $250,000. For approximately five years, the oversight function was primarily audit-based. The Enterprise Project Management Office (EPMO) for the state of North Dakota was formally chartered in April 2004 to improve the success of IT projects and the present Enterprise Project Manager (EPM) was appointed effective June 1, 2004. In addition to the EPM, there is one additional staff member that is also assigned to the large project oversight function. “North Dakota’s project management processes have shown continuous improvement over the past several years. The mentor/apprentice model has increased the state’s project management competency which has built a trust between those entities who manage large information technology projects and the legislative oversight committee. This has subsequently reduced the need to pursue any legislatively mandated project controls.” Senator Larry Robinson, Chairman, Legislative Information Technology Committee
The EPMO was charted with six main functions:
In May 2005, the state of North Dakota began a pilot project based on a training model being constructed by CompTIA on behalf of the Federal Department of Labor. This model intended to combine the existing apprenticeship model utilized for professions ranging from electricians to pharmacists with a wide range of professions within the information technology field, including project management.
This program has been marketed within the state of North Dakota to Executive Branch agencies, Legislative Branch, Judicial Branch, K-12 Schools, ND University System, and elected officials.
Subjective and objective data was collected relating to both project performance and participant involvement. That data was analyzed by Dr. John Aaron, Milestone Planning, Inc. who indicated the program had a practical and statistically significant impact in reducing project cost variances as well as improving project manager effectiveness. Of key importance to the initiative’s return on investment was Dr. Aaron’s finding that, “classroom training plus mentoring (i.e. apprenticeship) is the most powerful predictor of percent cost variance reduction”.
NOMINATIONS: Click on the link to download program submission.
Indiana IN.gov: Funding Projects that Lower the Cost of Doing Business With and Within Indiana's State Government
Michigan Enterprise IT Portfolio Governance and Management Model
Missouri Missouri IT Consolidation
North Carolina North Carolina Department of Public Instruction NCWISE Phase 2
New York New York State’s Project Management Mentoring Program (PMMP)
Pennsylvania IT Project and Portfolio Management in Pennsylvania
South Carolina South Carolina Information Technology Project Management Office
Texas State of Texas - Project Delivery Framework
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