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Best Practices: Aligning Process, Culture and Tools
Michael JordanSenior Project Manager - Microsoft Consulting Services
Agenda
• Overview
• Process
• Culture
• Tools
• Implementing Project Management tools
Overview
• Exciting time for Project Management
• Broader industry recognition for this role
• Evolving tools making the job easier
• Refined process models providing flexible frameworks
Overview
• Challenging time for Project Management
• Constantly justifying their existence
• Always providing evidence of benefits
• Always negotiating PM “admin overhead”
Overview
• Main recurring themes in the industry– Integrating, Communicating and Managing
People– Disseminating information– Creating consistency and repetition– Presenting data early for corrective action
Process
• Processes outside of PM lifecycle – where does Project Management fit in?– Opportunity Management– Resource Capacity Planning– Strategic Initiatives
• PMO role in – Project Management– Program Management– Portfolio Management
Process
Process Tools
Culture
Change
• Organization’s Project Management maturity
• Constantly going through cycles
• Evolves to maturity and may collapse with change in exec priorities
• Industry verticals have different focus on maturity needs (Eg: Aerospace/software)
Process
• Complexity of processes and supporting tools
Timesheeting
Resource Database
Capacity Planning
Historical Database
Risk Management
Document Management
Scheduling Engine
Skills database
Issue Management
Reporting Engine
Opportunity Management
Earned Value
Invoicing PMIS
Process
• Controlling the schedule– Most PMs spend time making software fit the
deadline date– Best place to demonstrate PM value– Weakest area in PM field– Main area to consolidate organizational
standards– Maintain consistency and apply methodology
Process
• Resources and Time Capture– Time capture
• Project time• Non project time• Operational time
– FTE vs contractors• Applying accurate hourly rate• Managing accurate overtime costs• Maintaining EV reports
Culture
Bad Good
Motivated
Not Motivated
• Managing culture is managing the perceptions to change.
Culture
• Setting all stakeholders expectations• Everyone using some form of
process/tools• Adoption of tools and process• Functional redundancy and duplication of
efforts• As FTE now punching clock cards (time
entry)• Public view of resource effort and progress
Culture
• Organization’s perception of PMO – demonstrate value
• Get the organization trained on PM terminology and what to do with reported data
• Get organization comfortable with hearing bad news early and taking corrective action
• Provide consistency and make it easier not more difficult
Tools
Process ToolsChange process to fit tool?
Change tool to fit process?
• Companies want “out of the box” solutions
• Long term support
• Less cost
• Upgrade path
• Training resources
• Recognized Industry skills
Tools
• Getting more difficult in virtual teaming• Outsourcing (Internationalization)• Security• Connectivity• Collaboration• Localization• Currencies• Languages
Tools
• Provides easy repetitive use
• Provides value in ability to enable informative decisions
• Provides ability to standardize processes and methodology
• Drives consistency
Tools
• PMO budget does not typically cover all costs required to implement the tools
• Server based tools require technical backend administration which is new and expensive
• Complexity of integrating tools with others
• Duplication of functionality – redundant applications
Implementing PM Tools
• Main challenges– Lack of implementation project planning –
Ironic!– Under-estimate technical complexity– Under-estimate training readiness– Lack of ownership
Implementing PM Tools
• Organizational challenges– Don’t know what application does– Don’t know their requirements– Not enough time to do gap analysis– Lack of consensus across organizational
groups
Implementing PM Tools
• Requirements challenges– Design difficult on high level requirements– Technical specs do not follow company policy
or procedures– External integration dependencies– Lack of production data to configure system– All features not functional for testing– Big step into production roll out
Implementing PM Tools
• Operational Challenges– Operations not prepared for maintenance– Operational budget for PMO overlooked– Handoff and ownership - improvised– Help desk - Troubleshooting difficulty– Re-Training for lessons learned
Implementing PM Tools
• Deployment Considerations– Understanding all stakeholder impacts– Operations and maintenance– Configuration Management– IT Governance– Timing– Strategic Initiatives
Project Server 2003
Line of Business Systems
Active Directory
Thank you
• Q & A