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Developing a Project Management Best Practice
Gina Westcott‐Abudi, MBAVP, Strategic Initiatives
May 2, 2009
1 866 709 88631-866-709-8863www.CorpEdGroup.comCopyright © 2008 Corporate Education Group
What You Will Learn
Benefits of a project management best practice
How to prepare the organization
A step‐by‐step approach
How to incorporate project management processes into the organization
Best practices for introducing a PMO concept
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What is a Project Management Best PracticeBest Practice
A best practice is an idea that asserts that there is a technique, method or process – through research and application – that is more effective at deli ering a partic lar o tcome than anat delivering a particular outcome than any other technique, method or process. ‐Wikipedia definition; businessdictionary.com
A best practice is an optimal way currently recognized by industry to achieve a stated goal or objective. – OMP3® Overview, PMI®, Page 9
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Why Establish a Project Management Best PracticeBest Practice
Consistent practices enable organizations to• Effectively manage project resources
l h• Align projects to the strategic goals of the organization
• Better track and report onBetter track and report on the projects’ progress
Overall…reduce the time and money spent on ensuring projects are a success
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Prepare the Organization
Communicate the value add to the organization for establishing a project management best practice
i i• Executive overviews
• “Lunch and learn” sessions
• Informal water cooler conversations• Informal, water cooler conversations
• Create a “buzz” in the office
• Internal newsletter
Develop a team of champions to help in the promotion of the initiativep
- 5 -
A Five‐Step Approach
And from theAnd from the beginning and throughout.....g
Communicate…Communicate... Communicate
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Developing Roles and Competenciesp g p
What levels of project management roles exist within the organization?
Are the roles formal or informal?
What competencies are required in each of those roles, and what level of competency is
i d?required?
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Assess Project Management Staff
Assess against those competencies• Technical project managementTechnical project management
competencies
• Business and leadership competencies
• Personal competences• Personal competences
Subjective and objective assessments
Group and one‐on‐one interviews
Surveys of managers and other k h ldstakeholders
Data from internal resources on projectsprojects
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Develop Strategic Plans
Training programs• To reach short and long‐term goals
• To help project management staff progress against thcareer paths
CAPM®, PMP® , PgMP® certifications
Other credentials: Scheduling, Risk
Mentoring and coaching programs
Job shadowing options
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Support Your Project Management StaffSupport Your Project Management Staff
Internal Support Portal/Knowledge Base• Collaboration/information sharing forums
• Access to tools, templates, job aids, project management software
• Best practices knowledge base
• Resource library
• Listing of all organizational project resourcesListing of all organizational project resources
• Current and past project information – lessons learned
• Track project status
M i t i j t h d l d b d t• Maintain project schedules and budgets
• Resource allocation
• Just‐in‐time learning components
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Measure the Value
Continuously measure the value that the project management practice brings to the organizationmanagement practice brings to the organization• Business Impact and ROI
Set key performance indicatorsSet key performance indicators• Time to market for products/services
• Use of budgeted moniesUse of budgeted monies
• Allocation of resources
• What else??? Think about what is important to your organization
Set your baseline against those KPIs and monitor• Every 6 months - 12 -
Annually Re‐Assess and Re‐Evaluate
Re‐assess project management skills sets
Re‐evaluate competencies required for each project management role
R l i i dRe‐evaluate training and mentoring programs
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Incorporating Project Management Processes into the OrganizationProcesses into the Organization
What processes already exist• Fine‐tune and use them
Find your champions• Who supports the use of standardized processes
Start slow • Find project teams willing to use the new processes
• Capture lessons learned, make adjustments
P hPromote the successes• Via intranet
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Starting Your PMO
Start slowly – gain buy‐in
Use as a central resource for:• Processes/templates/tools
• Past project information
• Current project information
S j• Support on current projects
• Communication and problem solving forum for project team membersteam members
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The PMO
Begin to measure the effectiveness of the PMO• Support provided project managers
• Problems solved/conflicts resolved
• Consistency across all projects
• Improved teamwork/knowledge sharing
• Collect project performance data• Collect project performance data
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Example Case Study: Medium‐Sized Law FirmMedium Sized Law Firm
Tasked to doD t i j t t kill i d t• Determine project management skills required to ensure that projects are completed on time and within budgets allocated
• Projects include: IT, financial, process improvement initiatives, trial cases
• Provide skills training focused on the basics of projectProvide skills training focused on the basics of project management
• Provide support to individuals during project work
• Help develop project management processes
These individuals may never be PMPs or even formal project b h h j kill
- 17 -managers.…but they must have project management skills.
Example Case Study: Objectives
Develop a project management mindset within the firm• Increase the likelihood of successful projects
l l• Implement strategic plans into practice
• Better monitor and control projects
• Proactively monitor risk• Proactively monitor risk
• Ensure a standard approach throughout the firm
• Share information/knowledgeShare information/knowledge
• Efficient utilization and tracking of resources
• Implementation of best practices and standard processes - 18 -
Example Case Study: What Is Driving This Need?What Is Driving This Need?
Strategic projects to be completed to meet long term Firm objectives
Growth in Firm driving need for more formal processes
Focus on reducing costs and improving release i f k i i i itime of key initiatives
Ensuring success roll‐outs
Desire for a more formalized way of managing variety of projects
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Example Case Study:First StepsFirst Steps
Determine basic competencies needed for individuals responsible for managing projects• Time management
l k l d h d l• Develop a project task list and schedule
• Communicate with/managing stakeholders
• Develop and lead effective project teams• Develop and lead effective project teams
• Allocate resources effectively
• Manage to a budgetManage to a budget
Assess against those competencies• Online questionnaire and interviewsq
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Example Case Study:First Steps (cont.)First Steps (cont.)
Review success of past projects• Not formally tracked but knowledge around release time, roll out processes, budgeting
R i t (i f l) i lReview current (informal) processes in place throughout Firm
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Example Case Study:Executive OverviewExecutive Overview
Developed an executive overview for managing partners• Benefits of investing in project management
l f d l f l d b• Value to Firm of developing a formalized best practice and processes/standards around project management
• The managing partner’s role in project managementThe managing partner s role in project management
• A “softer approach” to assessing individuals’ skills in project management
• Measuring the business impact and ROI of the best practice
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Example Case Study: Training and SupportTraining and Support
Developed a 5‐day project management training program plus a 3‐day general communication skills training program
d f d j• Increased comfort around project management
• Increased skills needed to manage major projects while performing daily rolewhile performing daily role
• Increased skills in gathering requirements from stakeholders and influencing others
• Included action planning component
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Example Case Study: Training and Support (cont.)Training and Support (cont.)
Developed mentoring program• Active for 3 months after program completed
Developed online support portal• Start of a PMO – central resource for all projects within firm
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Example Case Study: Support PortalSupport Portal
Provided a one‐source location for everything project l dmanagement related
• Collaboration/information sharing forum
• Access to tools/templates/processes
• Best practices knowledge base
• Listing of all project resources within the firm
• Current and past project information• Current and past project information
• Track project status
• Maintain project schedules and budgets
• Track available resources and resource allocation
• Examples of completed project plans and project plan components
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Example Case Study: Re‐assess and FindingsRe assess and Findings
Re‐assessed: 6 months, 9 months, 12 months• Follow up to action plans
• Online survey and interviews
• Reviewed progress of ongoing projectsReviewed progress of ongoing projects
Found• Improved teamwork
• Processes ensuring improved consistency across all projects
• Improved allocation of resources – no one overcommitted
U f t l i t t d i i• Use of portal consistent and increasing
• Project budgets better managed
• End results meets needs of stakeholders- 26 -
Example: Wrapped up with a Business Impact and ROI StudyBusiness Impact and ROI Study
Collected baseline data on past projects
Data collection plan• Level 1: satisfaction survey
• Level 2: test administered to participants to measure learning from both classes
• Level 3: action plan follow up + questionnaires• Level 3: action plan follow up + questionnaires
• Level 4: collection of data for business impact
• Level 5: ROILevel 5: ROI
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Summary
Find your champion within the organization
Prepare the organization for the change – get the “buzz” going about the benefits and get people excited about the upcoming changes
Remember – constant communication
Take your time…it can’t happen overnight – start slow and build on the small successes
Always return and re‐evaluate – make adjustments/changes as needed
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