HRMS Project Development: From Storyboard Concept to Production

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IHRIM 2004 Conference and ExpositionHRMStrategies 2004: Creating Value through Innovation

Session 304

HRMS Project Development: From Storyboard Concept to

Production

David R. Boxler

Project Director

WorkStrategy

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Introduction

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Imagineering Techniques

Develop and Present Creative Ideas

Provide Continuous Goals

Staff visual of three goals1. The one currently in work2. The next one to work on3. The one to be worked on after the second is complete

When one task is completed, a third goal is added to the end to insure creative juices continue to flow

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Session Overview

Presentation is in a Storybook Format Organized ‘Walking through a Project’ Includes Numerous Case Studies Retention by ‘Chunking’ Concepts 15 Management Tools Blend

‘Best Practices’ Old and New Summary Questions and Discussion

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Session Take Aways

Project Development should be rapid, predictable and cost-effective

Project Communication Strategy is to reduce risks while setting expectations

Proven Methodology is best valued by case studies with: templates of Project Management Tools ‘Best Practices’ old and new

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Project Management Evolution Current

Project Lifecycle is measured in weeks rather than months or years

Boardroom Buzz: Portals and Web based ESS/MSS• ‘Think Strategic’• E- Recruiting and e-Workforce Planning

Prototyping ‘Knowledge Management’ Increased idea generation, reduced cycle time Progression of innovation and collaboration Integration is quicker and less costly

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Project Framework and Tools Application Development

Project Manager

Database Administrator

Scope Document

Functional Requirements

Technical Specifications

WEB Development

Producer

Information Architect

Creative Brief

Storyboard or

Branching Diagram

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15 Management Tools Blend ‘Best Practices’ Old and New

Setting Expectations Enthusiasm Teamwork Communication Well Maintained Skill Set

Selecting the right tool, in the right division

*** is essential ***

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Four Major Divisions of a Project Project Organization, Confirmed Scope, Focused

Client, Prepared Consulting Team

Initial Planning

Tools 1-3

Scope and Prototyping

Tools 3-8

Implement

Tools 9-14

Transition Plan

Tool 15

Discovery Assessment Implementation

Project Management

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Initial Planning – Division # 1

Project Organization and Vision JAD Sessions

Functional Requirements

Technical Specifications

Resources

Initial Planning

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Organizational Framework Retained

Project Champion

Project Sponsor

Project Dynamics JAD Sessions Politics Optimistic Schedules

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Baseline (Tool # 1 )

Functional Requirements Grab the attention of “would-be” supporters Detail user requirements Insert WEB / Net functionality

Technical Specifications Detail platform Detail interfaces Detail transition and recovery plans Detail customizations

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Risk/Cost Analysis

Environmental Factors (Tool # 2 ) Corporate or Organizational

Operational Constraints

Cost Estimates Fixed or Fee for Service

Shared Responsibilities (Tool # 3 )

Phased Approach

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Scope and Prototyping – Division # 2

Budgets Budget to Actual

Project Plan Milestones Timelines

Work Plan Constraints Environmental Factors

Scopeand

Prototype

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Budgetary Coordination

Excel spreadsheets identify staff hours/cost (Tool # 4 )

Charge back Expense to project

Periodic Report to Management

Budgetary Estimates by Phases

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Timelines

Milestone Listing (Tool # 5)

Flexible Project Plans (Tool # 6 ) Any item 3 weeks hence is a promise

Updated every week on the same day

Work Plans (Tool # 7 ) (De-composition) No more than 4 to 8 hours per task

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Scope Document

Presets customer expectations (Tool # 8 )

‘Scope Creep’ will happen reduced by a phased approach recognize early consider few to none as project nears completion avoid rippling effect to staffing, analysis, coding,

testing, user acceptance, documentation and training

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Quick Prototyping

Compresses execution timeframe and feedback exponentially

Hundreds of time faster than specification-obsessed method

Squeezes hot air and pessimists out of the process Encourages teamwork Demonstrates early, tangible results

Documentation Feedback – Changes – Go Again

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Implementation – Division # 3

Testing Unit System Quality Assurance User Acceptance

Communications

Monitoring

Implement

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Implementation

Customize to satisfy requirements within constraints of the software tools

Interfaces (Danger, Danger) (Tool # 9 )

Unit, System, User Testing Include the pessimists within the testing process with

other known supporters

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Communication

Written Up and across several levels of the organization

Agenda (Tool # 10 ) Skeleton of project plan

Meeting Minutes (Tool # 11 ) Project status – stoplight indicator Peer review of draft prior to release

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Work-in-progress Meetings

15 minute meetings (Powerful tool)

Use an egg timer

Surfaces what’s going on

Disposes issues lightning fast

Have the meetings religiously

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New Technology Tools

Develop an abbreviated Business Plan to quantify savings

Email Meeting Minutes/Plan Updates

M/S Outlook for scheduling meetings

VISIO Graphics for documenting workflow, system design and interfaces

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Management Coordination

Key Date Matrix (Tool # 12 )

Daily Report (Tool # 13 )

Weekly Client Timesheet listing activities (Tool # 14 )

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Transition Plan – Division # 4

Hand-over to Production

Client Feedback

Post Project Review Transition Plan

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Client Feedback

Performance review (Tool # 15 )

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Summary

Optimistically sell your project, believe in your project and own your project.

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Summary (continued)

As the project manager, open your toolbox and determine the right combination of tools to delineate what you need from the client and what the client can expect from you.

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Summary (continued)

In the event problems arise, deliver the message expeditiously to the client.

Remember, bad news delivered earlier in a project has lesser impact than the same bad news delivered late.

Rejoice in the courage for action and deal with it!

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Conclusion

Know yourself, know your team, know your client, know your subject matter…do you have your tools?

Now you’re equipped to share the working knowledge of a successful HRMS project!

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Questions & DiscussionRequirements Project

Plan

Meeting Minutes

Risk

Analysis

Work

Plans

Interfaces Daily Report

Shared Responsibilities

Scope

Document

Budgets Weekly Client Timesheets

Milestone

Listing

Agenda Key Date

Matrix

Performance Review

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HRMS Project Development: From Storyboard Concept to

Production

IHRIM 2004

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IHRIM needs your feedback!Please complete a session evaluation for

Session 304HRMS Project Development:

From Storyboard Concept to Production

David R. Boxler

Project Director

WorkStrategy

410.715.1020

[email protected]