Project Management Governance & Clinic to Avoid Failure · © TOGA CONSULTING Project Management Essentials About the Author – Dr. Liyu You 3 Ph.D. of Electrical and Computer Engineering

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Project Management Governance & Clinic to Avoid Failure

Essentials of

www.togaconsulting.com/proj-mgmt Project Management Essentials © TOGA CONSULTING

Agenda

1 About the Author

2 Target Audience

3 Benefits and Values Provided by This Presentation

4 Top Ten Tips for Project Management Success

5 Project Management Clinic – Slides 9 - 16

Project Management Essentials – Slides 18 - 38

7 Project Management Tools & Techniques – Slides 40 - 52

6


About the Author – Dr. Liyu You

3

Ph.D. of Electrical and Computer Engineering

20+ years of experience in engineering and IT industries

Full-stack IT professional – Basically, you can discuss anything IT related with me

Enterprise Architect Manager

Program Manager, Adjunct Professor, and Book Author

Consulting, Senior Technical, and Principal System Architect

Certified ITIL v3, TOGAF, Six Sigma, CCNA, Network+, Security+

Past Positions and Certifications:


Who Can Benefit From this Presentation?

4

Executives who provide portfolio/program/project governance

Project managers who are seeking practical guides for continuous improvement

New project managers to jump start the journey

Ongoing portfolios/programs/projects in trouble

Initiating new portfolios/programs/projects

Trying to optimize current portfolios/programs/projects

Or under the following situations:


What Values Do We Deliver?

5

• Save 25 – 50% of your project cost

• Better quality of project deliverables and outcomes

• Better portfolio management with dynamic alignment to corporate strategies

• Customized processes tailored to your organizational culture and maturity level

• Smooth Sailing – Better Project Planning, Management and Control

• Engaged and purpose driven team with positive and high morale

• Enrich and enhance enterprise processes, standards and knowledge bases

68 percent of IT projects fail – according to ZDNet


Factors Affecting Project Outcomes – Success or Failure

6

• Consensus Building – Communication Matters

• Project Integration – PM Skills Matters

• Hidden Politics - Key Stakeholder Management Matters

• External Influences – Customers, Partners and End Users Matters

• Impact Analysis – Architecture and Design Matters

• Anticipating Known and Unknown – Risk Management Matters

• Scope, Time, Cost, Resources and Quality – Get Back to Fundamentals


Top Ten Tips for Project Management Success

7

1. People are what matter most in project management and business

2. Multilevel communications – Executive, Management and Technical

3. Scope management and change control

4. Identify Project details, milestones and team requirements

5. Executive sponsors and steering committee for project governance

6. Timely and accurate records and documentation

7. Hybrid mode: predictive, iterative, incremental, or adaptive

8. Team calendar for capacity and availability management

9. Risk and quality control

10. Centralized Project Management Information System (PMIS)

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www.togaconsulting.com/proj-mgmt Project Management Essentials @ TOGA CONSULTING

Project Management Clinic

- Common Missing Pieces


Six (6) Project Constraints – Competing Factors

9

ID Constraint Description

1 Scope Expected outcomes

2 Cost Money required to achieve the outcomes

3 Schedule Due date to deliver the outcomes

4 Quality How close the outcomes match expectations?

5 Resource Who and what are required to complete the work?

6 Risk What can go wrong and what can be done to mitigate it?

Project Manager Short Job Description: Manages and provides integrated project plan by balancing and making trade-offs among project competing constraints with the help of communications, procurement, and stakeholder management.


Impact Analysis and Roadmap

14

• Define Scope

• Current “as-is” vs. future “to-be”

• Gap Analysis

• Impact Analysis

• Work Packages

• Migration Roadmap

• Implementation Roadmap


Agile and Iterative Enough?

16

• Hybrid of waterfall and agile

• Determine deliverables

• Determine sprint interval

• Determine quick wins and Minimum Viable Product (MVP)

• Daily standup meeting

• Demo and retrospective

• Tracking, monitoring and controlling


Project Management Essentials

- Get Back to Fundamentals


Definition of Project, Program and Portfolio

18

Term Definition

Project A temporary endeavor undertaken to create a unique product, service, or result.

Program A group of related projects, subsidiary programs, and program activities that are managed in a coordinated manner to obtain benefits not available from managing them individually.

Portfolio A collection of projects, programs, subsidiary portfolios, and operations managed as a group to achieve strategic objectives.

Source from PMBOK 6th Edition


Five (5) Project Management Process Groups

22

1. Initiating

2. Planning

3. Executing

4. Monitoring and Controlling

5. Closing

Pre-Project Work

(i.e., Business Case) Closing Planning Executing

Monitoring and Controlling

Initiating


Project Processes

- In Each Knowledge Area


Knowledge Area 4: Integration Management

29

Project Group Processes

Initiating 4.1 Develop Project Charter

Planning 4.2 Develop Project Management Plan

Executing 4.3 Direct and Manage Project Work 4.4 Manage Project Knowledge


4.5 Monitor and Control Project Work 4.6 Perform Integrated Change Control

Closing 4.7 Close Project or Phase


Knowledge Area 5: Scope Management

30

Project Group Processes

Initiating

Planning 5.1 Plan Scope Management 5.2 Collect Requirements 5.3 Define Scope 5.4 Create WBS

Executing


5.5 Validate Scope 5.6 Control Scope

Closing


Project Management

- Tools and Techniques


Project Management Methodologies

41

Method Description

Waterfall A linear and predictive project management approach, where business requirements are gathered first, and then a sequential project plan is created to implement those requirements.

Agile A system development methodology based on iterative and incremental approach.

Lean and Kanban Focusing on delivering value, respect for people, minimizing waste, being transparent, adapting to change, and continuously improving.

Note *** This is for showcase only, no special ranking is provided.


Work Breakdown Structure (WBS)

42

A process of subdividing project deliverables and project work into smaller, more manageble components.

Project Name

Work Package 1

Activity 1

Activity 2

Work Package 2

Work package 3


Organization Breakdown Structure (OBS) – Org Chart

44

A process of subdividing project overall cost into smaller, more manageable components. PM: Project Manager

Project Sponsor

Program Manager

PM 1

PM 2

Developers QA Business Analyst

Product Owner



PERT Network Diagram, Critical Path, and Slack Time

45

A graphical representation of the logical relationships (a.k.a. dependencies), among the project schedule activities. PERT: Program Evaluation Review Technique

Source: PMBOK Guide 6th Edition, Figure 6-11. Project Schedule Network Diagram



Gantt Chart

46

Representing schedule information where activities are listed on the vertical axis, dates are shown on the horizontal axis, and activity durations are shown as horizontal bars.

Source: http://www.umsl.edu/~sauterv/analysis/488_f02_papers/ProjMgmt.html



Prededence Diagramming Method (PDM)

47

FS – A successor activity cannot start until a predecessor activity has finished. FF – A successor activity cannot finish until a predecessor activity has finished. SS – A successor activity cannot start until a predecessor activity has started. SF – A successor activity cannot start until a predecessor activity has finished.

Source: PMBOK Guide 6th Edition, Figure 6-9. Precedence Diagramming Method (PDM) Relationship Types



Schedule Compression

48

Used to shorten the schedule duration without reducing the project scope in order to meet schedule constraints, imposted dates, or other schedule objectives.

Technique Description

Crashing A technique used to shorten the schedule duration for the least incremental cost by adding resources.

Fast Tracking A schedule compression technique in which activities or phases normally done in sequence are performed in parallel for at least a portion of the duration.



What-if Scenario Analysis

49

The process of evaluating scenarios in order to predict their effect, positive or negative, on project objectives.

Target Description

Schedule The outcome of the analysis is used to determine the feasibility of the schedule under unexpected situations. It also allows project managers to prepare contingency plans in order to overcome the impacts of the unexpected situations.

Risk In the risk analysis, ask the question, “What if the situation represented by a given scenario happens?” evaluate the impact and likelihood of the scenario occurring, prioritize them and develop mitigation plan to manage and control the risks.



SWOT Analysis for Risk Identification

50

Analyze Strengths, Weaknesses, Opportunities, and Threats of the project.

Identify the strengths and weaknesses of the organization

Identify any opportunities that may arise from strengths

Identify any threats resulting from weakness

Examine the degree to which strengths may offset threats

Determine if weaknesses might hinder opportunities

Source: OCEB 2 Certification Guide, Business Process Management - Fundamental Level Second Edition, FIGURE 2.5 SWOT Matrix



Stakeholder Analysis

51

Gather and analyze information to determine whose interests should be taken into account

Interest Low High

Low

High

Po

we

r

(B) Keep

Satisfied

(A) Key

Players

(D) Minimal

Effort

(C) Keep

Informed

Stakeholder Key Concerns Power Interest Class

CxO H L B

PMO H L B

Procurement H H A

IT Services L L D

Compliance H H A

Security H H A



Cause-and-effect Diagrams – Root Cause Analysis

52

A.k.a. fishbone diagrams, identify the main or root cause of the problem

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Project Management Governance & Clinic to Avoid Failure · © TOGA CONSULTING Project Management Essentials About the Author – Dr. Liyu You 3 Ph.D. of Electrical and Computer Engineering