Project Management Lollapalooza (166213305)

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Getting StartedProject Management Lollapalooza

Jeff Burns, Assistant Director of Development &

Implementation, Pittsburg State University, Pittsburg, KS

Barbara Herbert, Assistant Director of Project & ProcessManagement, Pittsburg State University, Pittsburg, KS

“Every minute you spend

planning will save you 10minutes in execution; thisgives you a 1,000 percent

return on energy.”

Popular quote by Brian Tracy, a self-helpauthor and motivational speaker

Why We Went to Project Management?

We were facing: development in silos

similar development occurring with no

collaboration, sharing of resources or tools poor communication

persistent scope creep

never really finished

no central management of incoming requests

Why Project Management?

Goals in restructuring: all requests run through a defined

project management methodology

development accountable to definedtimelines

maximize collaboration

cross-training of developers standardized documentation process

What is a

project? A project is a

temporary endeavor

undertaken to

create a unique

product, service, or

result.

More than aweek of work,several peopleinvolved, cross

department

Somethingtotally new

Enhancementor new

functionality

An issuefrom anexistingprogram

New or largesupport issues

(time or

resources)

Data issuesare support,

programissues areprojects

Range of impact

How does itaffect

productivity or scope? If now it

would besupport.

Project Management Resources

Project Management Institutewww.pmi.org

Educause Project Management Constituent Group

Peer institutions

Training

Early Goals

Mock up a process

Test and modify

Be open to feedback from anyone involved(managers, clients, developers, etc.)

Determine what was a project and what was

routine support

Project Level Definition

True Emergency A client is dead in the water because of some issue/problemand cannot serve their clients in a timely manner.

RoutineMaintenance

Recurring events, such as 20th day processing or fiscal yearend processing (assuming there aren’t a lot of new

changes).Bug Fix Something that is truly not working correctly, not changing

the way something works.

Research Requests to help gather information, look at potentialproducts and/or will involve no programming time. (Projectcould be labeled as high or complex.)

Low Level < 1 week of 1 resource (plus possible SME time as needed)

Medium Level > 1 week < 1 monthLow VisibilityMinimal draw from various management teams

High Level some 3rd Party Installation

1 month to 6 months durationMedium to High VisibilityMinimal crossing of Univ Divisions as clients possible

Complex Level most 3rd Party Installation> 6 months durationMajor crossing of University Divisions of clients

High to Very High Visibility

First Steps

Sponsor/decision maker

Requested date of completion

Purpose

Mission/Scope

Milestones

Touchpoints

Deliverables

Project team members

Ranking CriteriaStrategy/Objective

Weight

Criteria Condition Score

Legal (10) 2 Is the project a legalrequirement? Yes (+5 pts)No (0 pts)

Regulatory (10)

2 Is this project aregulatoryrequirement?

Yes (+5 pts)No (0 pts)

Strategic

Goal (7.5)

1.5 What University

strategic goal does thisproject support?

Multiple goals (+5 pts)

Single goal w/high priority (+3pts)Single goal wo/high priority (+1 pt)No goal supported (0 pts)

Impact onServices(5)

1 What impact does thisproject have on currentuniversity services?

Increase or improve currentservices (+5 pts)Maintain & reduce the cost of theservice (+3 pts)Maintain the current system (0 pts)

Operational Costs(5)

1 Does this projectproduce a positive ROI?

Will pay for itself and generatecash (+5 pts)

What is Project Management?

Not a tool, but a process Living, breathing being

Whatever you want it to be!!(within reason)

Questions?Please visit us at the table discussion.

BobbyJo Morse •

Project Management Basics:

Building Your ToolboxEricka Mendez

Senior Project Manager

bobbyjo@uwm.edu

Project Manager emmendez@uwm.edu

Components of a Successful Project

Communication Scope

Clear roles and responsibilities

Team members are accountable Clearly defined project goals and

deliverables

Defined project end date and transition tooperations

UWM Project Management Toolbox

Project Charter Requirements Definition

Communication Plan

Activity List and Schedule Close-out Report

George Watson, PMP – University of Wisconsin-Madison

March 19, 2013

PM Lollapalooza

Gathering Business Requirements:De-mystifying the Process

Important Announcement

It does not matter how well you manage theproject – if you are doing the “wrong” project!

Requirements Matter!!!

Definitions of a Requirement

PMI – Project Management InstituteA condition or capability that must be met or possessed by a

system, product, service, result, or component to satisfy acontract, standard, specification, or other formally proposeddocument. Source - (PMBOK) 4th Edition

IIBA – International Institute of Business Analysis

A condition or capability needed by a stakeholder to solve aproblem or achieve an objective. A condition or capability thatmust be met or possessed by a solution or solution

component to satisfy a contract, standard, specification, orother formally imposed documents. A requirement may beunstated, implied by other requirements, or directly stated

and managed. Source: (BABOK) Guide Version 2.0

Gathering Requirements is Challenging

The American “Trap”

1. We want it Now

2. We have an urge to

improvise

3. We pursue the impossible

4. We insist on choice

5. We are convinced newer isbetter

Adapted from - The Stuff Americans AreMade Of , Joshua Hammond

The Requirements Maze….

Requirements – The Moving Target

Original Requirements

Deleted Requirements

New Requirements

Changed Requirements

Delivery

Visualizing Project Management – Forsberg (2005)

Tires – Are Requirements the Same?

Source - University Communications – UW-Madison

“Airless” Tire

Sample Questions (Voice of Customer)

• What frustrates you most about the currenttires?

• What aspects of the current tires do youstrongly recommend we change?

• What features would a perfect tire include?• What job(s) do you need perform with these

tires?• What measurable outcome(s) do you hope to

accomplish with these tires?”•

What solutions would you like to share?

Note: You can exchange “tires” with yourproduct/service.Gathering Business Requirements – UW- Madison

Prioritizing Requirements• Must have, should have, nice to have…•

The Shopping Spree – Each feature is assigneda price and each person is given a pre-determined amount to money to distribute overthe features.

• Affinity Ranking – All requirements are posted

and each participant is asked to place dots nextto their preferences.

• Forced Pair – All requirements are comparedagainst all other requirements in a pair using aranking matrix.

• Spreadsheet-based decision matrices withweighted attributes

• QFD (Quality Function Deployment) – Techniqueto identify and convert the most crucial

customer needs into step-by-step procedures

Adapted from - Determining Project Requirements, Hans Jonasson; and Gathering Business Requirements – UW-

Madison

Gathering Requirements: The Cheat Sheet

Thank You! A Few Closing Thoughts..

The Mars’ Pathfinder –

Requirements & Results – A fixed price contract for $196 million – 44months from start to touchdown

– A 300,000,000 mile trip – seven months –arrived within seconds of schedule

– Entered the Mars’ atmosphere at 16,400

mph – The parachute opened at mach 2.2 – Landed on Mars’ surface at 35 mph and

bounced 50 feet and kept bouncing untilgrounded

– It was expected to operate for 30 days – it

lasted 3X longer(Adapted from The Mars’ Pathfinder - Price

The whole goal is to have fun with the problems. That iswhen you start seeing results. James Loehr

George Watson, Ed.D., PMPUniversity of Wisconsin-

Madisongwatson@wisc.edu

Building a Project Management Communications Plan

Paula Brossard, IT Infrastructure Project Manager

Wendy Luljak, Senior IT Communications Strategist

Project Management Lollapalooza

Build it…

And they will come.

Not unless they know…What it is

Who it’s for

What it’s for

What it’s not for

How to use it

How not to use it

When to use it

When not to use it

Where to find help

Project Management:

Communications is KEY

And the time to start is

at the beginning

when the project is in its infancy…

Role of the communications lead:

Provide customer-perspective

Identify keystakeholders

Develop & direct acommunications plan

Phase 1: Initiating

Customer-level“gut check”

Phase 1: Initiating

Service proposal

Project charter

Communications:► W hy is this happening?

►Who will benefit?

►How?

Phase 2: Planning

Project team formed

Requirements gathering

Activities & schedule developedCommunications Plan:

►Who will be notified?

►When? ►Why?

►How?

Phase 3: Executing & Controlling

Project updates

Change management activities

Service launchCommunications:

►Impact

►Progress►Delays

►Preparation

Final team meeting

Service portfolio entry

Archived documents

Final report to sponsors

Transitioning

Phase 4: Closing

Communications:►Wrap-up (lessons learned)

►On-going consistency

Why have a

communications

lead from the onset?

Customer-centric approach to service design

Comprehensive stakeholder lists

Right messaging at right time using right media and channels

Opportunity to manage expectations

A project communications lead is

more than just the messenger.

A communications lead is a

partner to help ensure project success.

Roadmap for Organizational Optimization

Mark N. Goedert – University of Illinois at Chicago

Cynthia Cobb – University of Illinois AITS

Portfolio Management

Agenda

Portfolio Management Definition

Portfolio Management Activities

Maturity Model

Lessons Learned

Portfolio Management Defined

A portfolio is a collection of projects andother related work that is grouped together to facilitate effective management of thatwork in order to meet strategic businessobjectives.

Portfolio Management Benefits

Matches IT spending with strategic priorities

Provides clear set of priorities for approvedprojects

Provides a manageable workload for projectresources

Answers the question: What are we working

Portfolio Management Activities

Proposing, selecting and prioritizingprojects

Scheduling and managing resources

Monitoring and controlling the portfolio

Portfolio Management Foundation

Effort Categorization Time Reporting

Project Definition and Inventory Ownership

Proposal, Selection and Prioritization

Goals Support strategic plan of organization

Buy-in on project selection

Objective assessment of projects Process

Ideas gain sponsorship

Proposals matched to strategic plan

Proposals reviewed and approved

Projects prioritized

Proposal, Selection and Prioritization

Tasks Facilitate creation of evaluation criteria

Provide assistance with proposal creation

Facilitate proposal selection Provide tools and reporting

Challenges

Estimating cost and benefit

Keeping up with incoming proposals

Communication and transparency

Scheduling and Managing Resources

Goals Control start of projects to even out workload

Manage expectations of stakeholders

Document resource demand, justify staffing changes Process

Evaluate prioritization

Evaluate resource demand Adjust project schedule

Scheduling and Managing Resources

Tasks Meet with stakeholders to prioritize upcoming projects and

schedule start dates

Use project data to forecast demand

Communicate priorities and changes

Challenges

Communication

Data currency and accuracy

Time tracking resistance

Authority to control start date

Monitoring and Controlling thePortfolio

Goals Ensure data accuracy

Improve project performance

Adjust portfolio mix

Process

Report on overall health of the portfolio

Identify areas that need critical attention

Target resources to address critical areas

Monitoring and Controlling thePortfolio

Tasks Monthly review with project managers

Identify projects at risk

Report on project and portfolio performance

Communicate

Challenges

Buy-in on time tracking and PM activities

Estimating

Authority to adjust portfolio (kill projects)

Maturity Model

Level 4 – Optimizing

Level 3 – Managing

Level 2 – Governing

Level 1 – Communicating

Level 0 – Admitting

Lessons Learned

Know your goal Acquire high level support

Seek guidance

Facilitate governance

Listen

Resources

Peer Institutions ACCC Leveraged AITS Expertise,Templates, Processes, and Tools

“IT Portfolio Management Step-by-Step” byBryan Maizlish and Robert Handler

Educause Project Management Resources

IT Leadership Exchange https://www.itleadershipexchange.com/

Portfolio Management - End

A Low Cost, Cloud Based, Solution

Scott C. Radtke

Director of Project Management

PM & PPM Tools

What Do We Need?

Three Primary Areas Document Templates

Design, Management and Delivery

Project Management Information System(PMIS)

Project Portfolio Management

Document Templates – Google Drive

Design Save as Template

Delivery

Google Drive – From Template

PMO Web Page with Links to Template

Maintenance The Template is your “Master”

T l G ll i G l D i

Template Gallery in Google Drive

T l t i PMO W b it

Templates via PMO Website

G l D P j t T

Google Docs – Project Tree

PMIS B Cl i

PMIS – Basecamp Classic

Scalable Subscription Greatest Strength - Collaboration

All project materials in one place

Link to Google Drive project files

Project and ToDo List Templates

Archive of past projects

30-day Free Trial Available at:http://basecamp.com/classic

B Cl i

Basecamp Classic

PPM T l R d

PPM Tool - Roadmap

Manage the active project portfolio Integrated with Basecamp

Manage “Proposals” (future projects)

Resource Management

Reports

Features

30-Day Trial Available:http://www.ppmroadmap.com/plans-pricing

R d D hb d

Roadmap - Dashboard

R d P j t 360 i

Roadmap – Project 360 view

R d R t

Roadmap – Resource management

T l S L C t S l ti

Tools Summary – Low Cost Solution

Templates and Delivery via Google Drive Project Management via Basecamp/Google

Docs integration

Project Portfolio Management viaRoadmap/Basecamp integration

Total cost for unlimited projects level

$224/month or $2688/year

Questions

Please join our table discussion afterward

Project Management Lollapalooza (166213305)

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