HOW TO MAKE THE MOST
OUT OF COURT IT PROJECTS
December 11, 2015
Hosted by: T.J. BeMent
Phillip Knox
Presenters: Dale Kasparek
David Slayton
Heather Petitt
Joe Wheeler
Managing IT Projects
T.J. BeMent
District Court Administrator,
10th Judicial District of Georgia
Phil Knox
General Jurisdiction Courts Administrator,
Superior Court of Arizona (Maricopa County)
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A Guide to Technology Planning for Court
Managers – Mastering Successful IT Projects
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Phil Knox (Chair), Arizona
Tracy J. BeMent, Georgia
Jenny Bunch, Florida
Julie Dybas, Arizona
Cydney Fowler, California
Marlene Martineau, Utah
Kevin Westover, Arizona
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Webinar Partners
Brief Housekeeping…
• Webinar will be recorded for later playback and sharing
• Presentation will be posted on NACM website
• An occasional poll maybe displayed
• Ask questions in the Q & A section on the left
The “Iron Triangle” of IT Project Management
TECHNOLOGY
PROCESSES
Solutions
PEOPLE
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How to Manage IT Projects
 Identify The Problem or Need (HPFC, CTF)
 Collect the Information Needed (Governance)
 Analyze the Situation (Communication, Standards and
ROI)
 Take Action! (Tips and Strategies)
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Court Technology Framework Overview
Dale Kasparek
National Center for State Courts
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Six Key Elements to the HPCF
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2.
3.
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5.
6.
Quality Cycle
Perspectives
Administrative Principles
Court Culture
Performance Measurement
Performance Management
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What is the Problem?
Citizens are victims of
bad commercial
drivers
“Laws are not enough”Victim
“Treat commercial drivers
differently” - FMCSA
“Properly
Reporting
convictions of
commercial
drivers” - FMCSA
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The Innovation Perspective &
Court Technology Framework
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HPCF & CTF –
Integrating Concepts
Masking Prohibited 49 C.F.R. §384.226
Local legal culture
Court culture
SDLA Update Driver Record 49 C.F.R.
§384.225
Court send
10 Days/Less from
conviction to
Date of Conviction
SDLA in less
than 10 Days
Bad drivers stay on road
Cause property
Bodily injury &
damage
death
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Performance Management
Court2SDLA
SSP Promote
Low Cost
Reuse
10 Day Rule 49 C.F.R. § 384.225
CDL Conviction reported from
CMS in seconds
Data from HPCF Four
Perspectives
Submit SSP
to Standards
Approval
Process
Conduct HPCF Fieldwork:
• Administrative Principles
• Managerial Culture
• Performance Management
Build GRA-NIEM
Compliant Data
Exchange to Test
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Technology Project Governance
David Slayton
State Court Court Administrator
Texas Office of Court Administration
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Governance
• Lack of Governance = Leading Cause for
IT Project Failure
• What is governance?1
• Make sure project is executed
according to standards of the
organization
• Keep all projects above board and
ethical
• Create accountability
• Define project reporting system
• Outline specific roles and
responsibilities
• Set project priorities
1
Project Management Institute - http://blogs.pmi.org/voices_on_project_management/2011/03/why-every-project-manager-shou.html
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Principles of Governance2
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Project Board with overall responsibility
Roles, responsibilities, performance criteria clearly defined
Discipline, methods and controls applied throughout project
Align project with business case
Approved plan with authorization points
Delegation of responsibility to competent staff
Relevant and realistic information provided to support business case
Independent authorized scrutiny
Clearly defined project status reporting criteria
Culture of involvement – open reporting
Stakeholders fill appropriate roles
2
http://www.directingaproject.com
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The Texas Example
Dallam
Hartley
Oldham
Hunt
Franklin
Delta
Bowie
Wood
Gaines
Hood
Ellis
Somervell
Earth
Hill Navarro
Robertson
Blanco
Kerr
Val Verde
Brewster
Travis
Lee
Bastrop
Hays
Comal
Real Bandera
Colorado
Hardin
Orange
Jefferson
Chambers
Starr
Bee
Brazoria
Victoria
Goliad
Galveston
Matagorda
Calhoun
Aransas
San Patricio
Nueces
Kleberg
Kenedy
McMullen
Jim Wells Live Oak
Duval
Jim Hogg
Harris
Fort Bend
Wharton
Brooks
La Salle
Maverick
Newton
Lavaca
Frio
Webb
San Augustine
Fayette
Guadalupe
Dimmit
Montgomery
Austin
Caldwell
Bexar
Zavala
Washington Waller
Kendall
Sabine
Tyler Jasper
Walker San
Jacinto
Liberty
Burleson Brazos
Kimble
Madison
Polk
Milam
Grimes
Bell
Williamson
Sutton
Terrell
Presidio
Leon
Falls
Schleicher
Zapata
Jeff Davis
Pecos
Limestone
Coryell
Lampasas
Panola
Shelby
Freestone
McLennan
Mills
San
Saba
Crockett
Culberson
Hudspeth
Ward
Reeves
Harrison
Smith
Loving
Hamilton
Cass
Marion
Gregg
Rusk
Andrews
El Paso
Camp
Morris
Lamar
Titus Red River
Cooke
Fannin
Wichita
Clay
Montague
Hardeman
Wilbarger
Foard
Grayson
Collingsworth
Deaf Smith
Willacy
Hidalgo
Cameron
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eFileTexas Governance
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Communicating Effectively During Project
Management
Heather Pettit, CIO
Contra Costa Superior Court, California
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Why Communication?
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Communication Takeaways
 Pick A Framework- ANY FRAMEWORK
 Formalize Communication Strategy for
Framework
 Formal Marketing Strategy for Framework
 Design solutions to solve business problems
 DON’T RE-INVENT THE WHEEL!
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Project Management Frameworks
Pick A Framework- ANY FRAMEWORK!
 PMBOK
 Court Technology Framework
 NACM Technology Guide
 8 Steps – Simple Framework
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Project Management Frameworks
Simple Example
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Formal Communication
Formalized Communication Strategy defines expectations for all
projects and people.
 Define how the Project Manager is going to communicate with
team members, sponsors and users
 Consistent communication-Weekly, Monthly, Quarterly
 The more information the better, including the good, the bad and
the ugly
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Formal Marketing Strategy
Formal Marketing Strategy creates consensus
among those being impacted. Everyone speaks
the same language.
 Another form of communication
 Boast about your achievements
 People will want what they don’t have
 The more information that is out there the
best reception you will get
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Problem Based Solutions
Design solutions to solve business problems
 Don’t create solutions to problems that don’t exist
 Don’t create a solution before determining the real problem
and the best solution
 Let the experts do their jobs
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Tell ME what I want
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5 Key Takeaways
 Pick A Framework- ANY FRAMEWORK
 Formalize Communication Strategy for Framework
 Formal Marketing Strategy for Framework
 Design solutions to solve business problems
 DON’T RE-INVENT THE WHEEL!
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Project Standards &
Return on Investment (ROI)
Joseph Wheeler
MTG Management Consultants, LLC
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One Sunday a distraught court consultant
walked into a hardware store outside Atlanta…
• A parable on the implementation and value of
standards
• A review of useful standards for courts
• Words to the wise
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The Tale of the Broken Plug
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Traveling with Microsoft Surface 3 Power Supply
Cord broke at the power plug
Currently 2,130 miles from home
Presentation due tomorrow
Unique
USB feature
BREAK
Open
Standard
Plug
Proprietary
Plug
Common female plug
(not shown)
Unique Converter:
Standard Input (100 –
240 VAC)
Unique Output: (12V
2.58A)
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The Tale of the Broken Plug: Solutions
• Buy new Microsoft power supply:
– Microsoft Online Store: $79
– 3 Days shipping
• Rewire plug
– Home Depot
• 2 prong plug: $4
• Screwdriver: $3-10
• Wire cutter/stripper: $5-10
– Assemble: 0.5 hours
• Buy common/standard 2-slot, non-polarized power cord
$7.99
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The Tale of the Broken Plug:
Moral of the Story
• The proprietary solution:
– Offers unique capabilities
– Costs the greatest time and money
• Using most elemental standards (rewire plug):
– Seems cheapest
– Requires more time and tools
– Can be more expensive & risky than originally anticipated
• Using a common solution built on standards proves most cost
effective.
• The component framework matters.
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The Importance of Standards
• Information Sharing Standards
• Court-Specific Standards and Frameworks
• Certification and Approval Resources
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Information Sharing Standards
• Global Standards Package (GSP)
• The GSP includes:
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National Information Exchange Model (NIEM)
Global Reference Architecture (GRA)
Global Privacy Technology Framework
Global Federated Identity and Privilege Management (GFIPM)
Global Service Specification Packages (SSPs)
• Resource Link: https://it.ojp.gov/GSP
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Global Service Specification Package (SSP)
Partner
A
Partner
B
Global Approved Reference SSPs: http://www.it.ojp.gov/GIST/Guide/43
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Court-Specific Standards
and Frameworks
• Court Technology Framework (CTF): http://www.ncsc.org/ctfwiki
• OASIS LegalXML Electronic Court Filing (ECF):
https://www.oasisopen.org/committees/tc_home.php?wg_abbrev=legalxmlcourtfiling
• CMS Functional Requirements:
http://www.ncsc.org/~/media/Files/PDF/Technology/Consolidated
_CMS_Functional_Standards_v_0_20.ashx
• Jury Management Standards:
http://www.ncsc.org/~/media/Files/PDF/About%20Us/Committees
/JTC/Jury_Management_System_Requirements_FINAL_12_16_
14.ashx
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Certification and Approval Resources
• Springboard (IJIS Institute):
– Springboard is IJIS Institute’s evaluation and certification program
designed to help advance information sharing in justice, public
safety, and homeland security communities.
– http://www.ijis.org/?page=Springboard
• JTC Court Technology Standards:
– Court specific standards adopted or recognized by the Joint
Technology Committee of COSCA & NACM.
– http://www.ncsc.org/About-us/Committees/Joint-TechnologyCommittee/JTC-Court-Technology-Standards.aspx
• Global Approved Reference SSPs:
– Reference service specification standards recognized by Global.
– http://www.it.ojp.gov/GIST/Guide/43
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• Standards can get you more than half way there.
– Some localization is required
– Some implementation decisions will remain
• Building your custom solutions based standards will save
resources
– When your application needs to be replaced
– When you have new information sharing partners
• Commonly used, standards based interface provide the
greatest ROI
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Closing Tips & Strategies
T.J. BeMent & Phil Knox
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Successful Strategies
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Communicate often and provide
information customized to the
stakeholder
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Know your organization’s culture
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Explain what is planned and why it is
important and solicit feedback
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Have a feedback loop so that if users
identify any problems they have
somewhere to go
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Provide training as needed before,
during, and after the change
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Allow the development of the change
to be driven by the people who will
use the product
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Have a “lessons learned” session
Set “real” expectations early
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Utilize project management
methodologies
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Clearly define the project scope
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Document everything
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Have a formal acceptance and
change process
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Listen & understand end user needs
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Un-Successful Strategies
• Underestimate the
pushback
• Assume people
understand what you are
doing or saying
• Assume anything
• Minimize project
management
• Underestimate the
importance of change
management when it
comes to a project
• Let negative talk or
venting occur too
frequently in larger
group settings
• Surprise anyone with the
change
• Over promise what the
update or change will
deliver
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Ten Tips for Successful IT Projects
1. Utilize the unique role
of the project manager.
2. Set expectations.
3. Communicate
frequently and
positively.
4. Surface problems early
5. Function as partners.
6. Use every project as an
opportunity to learn.
7. Be candid, be
constructive, and don’t
hold back.
8. Be inquisitive.
9. Build trust.
10.Set the bar high.
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Ask for Help!
• National Association for Court Management
• National Center for State Courts
• NACM-NCSC-COSCA Joint Technology Committee
• Court Information Technology Officers Consortium
• IJIS Institute
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THANK YOU!