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    劉同:劉同推薦:2013最佳PMO案例  BY PMI
    2016-01-20 19959
    CASE STUDY
    THE 134-YEAR-OLD CHURCHILL DOWNS
    racetrack is world-famous for its annual Kentucky
    Derby, a thoroughbred horse race dubbed “the most
    exciting two minutes in sports.”
    Throughout its storied history, the track and its four
    other racing facilities have handled projects in the same
    grand old tradition. Deals were sealed with a handshake
    and a promise—without much oversight or benchmarking
    of project results.
    As a result, project success was far from a sure bet.
    To improve its odds, Churchill Downs Inc. brought in
    Chuck Millhollan, PMP, PgMP, in 2007 to serve as
    director of a new project management office (PMO) for
    the IT department.
    “Before the PMO, most projects were managed
    through Excel spreadsheets,” says Ray Pait, senior
    program manager at Churchill Downs. “The downside
    was that each project was a specialized effort. There
    was no leverage of information or learning across the
    organization.”
    AND THEY’RE OFF
    Mr. Millhollan’s goal was to develop a lean but comprehensive
    process for managing the approval, prioritization,
    oversight and measurement of results for major IT
    department projects.
    It seemed simple enough, but Mr. Millhollan knew he
    couldn’t just rush in.
    “Churchill Downs is a smaller organization with a
    unique culture, and I wanted to be sure not to overwhelm
    people with added processes and administration,”
    he says. “So I approached it by implementing the minimal
    amount of process necessary. I knew that later on we’d
    look for opportunities to enhance it.”
    To ease project managers into the new format, Mr.
    Millhollan and Mr. Pait devised the Project Race Track,
    a life cycle diagram superimposed onto a racetrack
    image with accompanying metaphors to explain the
    entire project process.
    A CLOSER LOOK: CHURCHILL
    This project
    40 spot in the wi PM NETWORK JULY 2009 WWW.PMI.ORG
    (from left) Ray Pait and
    Chuck Millhollan, PMP, PgMP,
    Churchill Downs Inc.,
    Louisville, Kentucky, USA
    DOWNS INC., LOUISVILLE, KENTUCKY, USA
    management office is out to prove it deserves a
    nner’s circle.
    PHOTOS BY O’NEIL ARNOLD
    “A race is similar to a project in that it has
    clearly defined start points, milestones and
    finish lines,” says Mr. Millhollan. “It was a
    model that our people could embrace.”
    In the Race Track, the paddock houses
    the project business case, where the current
    and future states are defined; the start
    gate is the stakeholder approval process;
    the first turn is the development of the work
    breakdown structure; and the winner’s circle
    is where results and benefits of finished
    projects are measured.
    “The racetrack image worked very well,”
    says Mr. Pait. “The team here understood
    what we were trying to do, and instead of
    feeling like we were being heavy-handed,
    they worked with us to identify ways that
    we could improve project processes.”
    ROUNDING THE FIRST CORNER
    Early success with critical IT projects won the
    PMO attention from across the enterprise, and
    business leaders quickly began asking for the
    PMO’s help on projects outside the tech realm.
    By July 2008, the department was restructured
    to become an enterprise PMO.
    Today, projects at all Churchill Downs
    facilities must follow the structure established
    by Mr. Millhollan’s team. The
    assigned project manager works with the
    stakeholders to develop a business case
    and get it approved by the executive team
    before moving forward. And no project is
    considered complete until the business
    results that were defined during the
    approval process are measured.
    That wasn’t an easy sell.
    “When we first started the PMO, the
    concept of project documentation or measuring
    results was foreign,” Mr. Millhollan
    says. “Getting the company to embrace it
    was part of the enculturation process.”
    The first hurdle involved communicating
    the value that additional processes and
    42 PM NETWORK JULY 2009 WWW.PMI.ORG
    “A race is similar to a project in that it has clearly defined
    and finish lines. It was a model that our people could embr
    1 Investment Request Worksheet
    2 Approval & Prioritization
    3 Charter
    4 Work Breakdown Structure
    5 Risk & Issues Logs
    6 Scope Change Control (Requests/Logs)
    7 Testing/Defect Tracking
    8 IT Approval (as applicable)
    9 Production Turn/Implementation
    10 Sponsor Approval
    11 Lessons Learned
    12 Benefit Measurement
    1/2 mile 3/4 mile
    1/4 mile Winner’s Finish
    Circle
    Paddock
    Starting Gate
    P R O J E C T R A C E T R A C K
    results measurement would bring to
    the project teams.
    “We had to explain that we weren’t
    doing this to create repercussions for
    people or to add administrative work,”
    Mr. Millhollan says. “We were doing it so
    we could help the enterprise meet and manage
    project expectations.”
    And if a project’s scope changed, Mr.
    Millhollan wanted everyone to understand
    that the PMO was there to help the project
    team evaluate the impact those shifts would
    have on the budget, timeline and results.
    “Our goal is not to prevent change, it’s to
    help manage change so teams can decide if
    they are making the right choice,” he says.
    Once Mr. Millhollan’s associates got a
    few initiatives under their belts using the
    new approach, they realized that spelling
    out business benefits at the beginning of
    the project allowed them to better quantify
    end results. They could see how the project
    worked not only in terms of their own
    budget or timeline goals, but also in terms
    of actual cash and hours saved for the
    enterprise.
    AND THE WINNER IS?
    The results measurement process has two
    benefits. It helps project teams prove their
    worth and allows senior management to
    quantify the benefits each project brings to
    the organization.
    “Benefits realization is not something
    we were great at in the past,” admits Mr.
    Pait. “But now, being able to identify what
    we’ve saved or the cost and value of a project
    is something the financial folks can really
    appreciate, and it helps them understand
    what we’ve accomplished.”
    The IT team, for example, launched a
    project to implement a VoIP (voice over
    JULY 2009 PM NETWORK43
    ADAYAT
    THE RACES
    Along with its legendary
    Louisville racetrack,
    Churchill Downs Inc.
    also owns:
    > Arlington Park, Arlington
    Heights, Illinois, USA
    > Calder Race Course,
    Miami, Florida, USA
    > Fair Grounds Race
    Course & Slots, New
    Orleans, Louisiana, USA
    > Kentucky Downs,
    Franklin, Kentucky, USA
    start points, milestones
    ace.” —Chuck Millhollan, PMP, PgMP
    Internet protocol) system to support
    Churchill Downs’ two Kentucky locations.
    In the end, the team could demonstrate
    that the project translated to lower
    operational, maintenance and equipment
    costs, while also improving productivity
    and capability due to reduced system
    downtime.
    Not all projects can deliver such easily
    measured results, so you should define
    what you’re trying to achieve before you
    begin, Mr. Millhollan says.
    “Whether it’s a tactical benefit or one that
    is less tangible, to measure the benefit of a
    project, you have to define where it’s going
    up front,” he says.
    THE FINISH LINE
    Along with acknowledging individual project
    results, the PMO helps Churchill Downs
    more accurately assess and prioritize
    future projects.
    “We use the lessons learned on every project
    for future decision-making,” says Mr.
    Pait. “It helps us recognize that we may not
    want to do certain kinds of projects in the
    future and identify the ones that will have
    the most value.”
    It also helps keep project teams focused
    and prevents resources from getting diverted
    to other tasks.
    “I’ve heard many comments from stakeholders
    that, if the PMO weren’t involved,
    projects wouldn’t get done,” says Mr. Pait.
    Despite all the glowing reviews, the PMO
    isn’t complacent about its own status. Mr.
    Millhollan applies the same criteria for
    benefits realization to his own department
    that he does to all the projects it oversees.
    “We are acutely aware of our status, and
    we are constantly evolving and scanning
    our environment to see where the PMO can
    offer better support,” he says. “We would
    not be good stewards if we weren’t always
    considering risks.”
    That process includes biweekly reporting
    to update the executive team on the status
    of ongoing projects as well as annual
    meetings to evaluate the PMO’s
    strengths, weaknesses, opportunities
    and threats. Last year, for example, the
    team identified a need for formal training
    44 PM NETWORK JULY 2009 WWW.PMI.ORG
    in the financial aspects of project management.
    “Finance and project processes are
    intertwined, and in this economy, we want
    to have that skill set in our project development
    team,” Mr. Millhollan says.
    Armed with financial savvy, the PMO
    team can drive home its message of
    accountability and business results,
    cementing its value—and its future—at
    Churchill Downs.
    “The key value of our PMO is that we
    focus on completion and we built our
    method to manage projects through benefit
    realization,” he says. “That’s how a PMO
    ensures long-term viability.” PM
    “We are acutely aware of our
    status, and we are constantly
    evolving and scanning our
    environment to see where the
    PMO can offer better support.” —Chuck Millhollan, PMP, PgMP
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