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Project Management 101
Sherry HicksVP, Global Implementation SafeGuard World InternationalOctober 9, 2015
Project Management 101: The Basics
Project Phases and Key Activities
Defining Excellence to Maximize Results
Driving the Project
The Do’s and Don’ts When the First Payroll Hits
Excellence After the Project
Agenda
Project Management 101
What is a project? A temporary endeavor undertaken to
create a unique product, service or results
What is project management? The application of knowledge, skills,
tools and techniques to project activities to meet project requirements
Project Management Institute (PMI) definitions
Project Management Body of Knowledge (PMBOK)
◦ Sum of knowledge within the profession of project management
◦ Set of standards and best practices established via consensus based process
◦ Provides a framework
Project Management Institute (PMI)
Project Management 101
World’s largest professional association of project professionals
PMI Certifications
◦ PMP – Project Management Professional (the Project Management profession’s most globally recognized certification credential)
◦ PgMP – Program Management Professional
Project Management Institute (PMI)
Project Management 101
Project Management 101A project has a defined beginning and end, executed by a group of people to meet a specific objectivePMI Project Phases Typical Payroll Project Phases
Initiation Planning
Planning Discovery/Requirements Gathering
Execution Configure/Build
Control and Monitoring Test
Close-out Transition/Go Live
Responsible for the day-to-day management, status reporting, issue, risk, scope and resource management
◦ Ensures timeline decisions and communication of decisions made
◦ Manages and coordinates activity of project team to meet project schedule and deliverables
Project Management 101
A designated Project Manager is vital to the success of the project
◦ Ensures timely decisions and communication of decisions made
◦ Manages communications to team and organization
◦ Manages constraints and obstacles, escalates to Stakeholders as necessary
Project Management 101
Designated Project Manager is vital to the success of the project
Project Management 101
Question why
Positive, “can do”
attitude
Partner well
Hold team
accountable
Respect others
Attributes of an effective Project Manager
See the Big
Picture, thinks
detail
Excel in
communication
Organized and
disciplined
Lead
Executive Sponsor and/or Steering Committee
Project Manager
Workstream Leads (Payroll, HR, Finance, IT, etc.)
Subject Matter Experts/End Users
Change Management resource
Essential Project Resources
Project Management 101
Constraints/Risks
Project Management 101
Identify uncertainties
Assess their potential impacts
Estimate the likelihood
Develop plan to mitigate or control the uncertainties
Prioritize the risk
Periodically review and assess the risk
Confirm the business case for and objective of the project
Determine how to meet the project objectives and how success of the project will be measured
Identify the Stakeholder’s expectations
Confirm the scope of the project
Identify the constraints and assumptions
Generate the project budget
Establish change control process
Develop a Communication Plan
Planning Phase
Proper planning is the foundation of every project.
Create the project schedule (Work Breakdown Structure)
oWhat tasks are needed?
oWho is responsible for which tasks?
oWhat are the dependencies?
oDetermine critical path
• The longest path of planned activities
• These activities will determine the duration of the project
Planning Phase
Key Activities
Develop a risk management plan
o Identify known risks and possible risks (constraints)
oPay particular attention to risks with high impact and high probability of occurring
Project budget
oMonitor and manage via change control
Planning Phase
Key Activities
Changes throughout the project are common and to be expected
Purpose of change control
◦ To manage and control changes identified after the scope has been approved
◦ Disciplined process for assessing impact of change to cost, schedule and scope/quality
Managing change through Change Control
Planning Phase – Key Activities
Ensures timely an appropriate communication of all project related information
o Communication standards
Identifies communication requirements for all project team members
o Meetings (Project Status, Stakeholder, etc.)
o Documentation
o Action Items
Communication Plan
Planning Phase – Key Activities
Establishes expectations for project information distribution (who, what, when, how)
Documents process for resolving open items and escalations
o Status Report (for reporting period) Overall status of project Accomplishments Areas of Focus Critical Open Issues and Risks
Communication Plan
Planning Phase – Key Activities
Planning is an iterative process and does not end at the end of the phase but continues throughout the project
Discovery/Requirements GatheringThe objective of this phase of the project is to finalize requirements for resources, process and technology to result in an accurately configured solution. In order to get what you want, you must be able to define what you want.Key Activities and Deliverables
Future System Design
Global Requirements
Local Requirements
Reporting Requirements
Integration Requirements and definitions
Updated Project Charter and Project Plan
Configure/Build The objectives of the Configure/Build Phase are to complete the configuration based on the requirements documented during the Discovery/Requirements Gathering Phase. Key Activities and Deliverables
Configuration
Integration Development
Report Development
Data conversion
Unit Test
System is prepared for Testing and Training
Test PhaseThe Test Phase ensures the configured system sufficiently meets documented requirements and users are trained. The Test Phase may consist of various test efforts.
End to End testing
Validates the configuration and that the data flows properly
Confirm the integrations meet requirements
May use subset of test data
Scenario Testing
End users run through real life scripts
Validates configuration meets requirements
Parallel Payroll Testing
Uses actual data from a live payroll, paralleled in new system
Validates the configuration and integrations meet the
requirements
Transition/Go Live Phase
When the exit criteria for the Test Phase has been met, the project moves into the final phase, Transition/Go Live. This phase is a collection of controls and processes to ensure a smooth transition to a “live” status and a steady state environment. Key Activities and Deliverables:
Training and roll out
Final data conversion
Transition Activities
Transition to Production
Defining excellence to maximize results
A successful project will be a disciplined
effort
Set realistic expectations about the transition
Communications need to be clear, concise and
in writing
A project plan should be current and at the
center of all activities
Tightly manage change control to avoid scope
creep
Transparency and consistency are key for
success
A comprehensive Change Management Plan
will increase adoption
Document or review as-is processes
Identify the difference between policy and practice
Standardize policies, pay type and deductions to the highest degree possible
Ensure standards are valid across all locations and not just HQ- centric, have provisions for local needs
Defining excellence to maximize results
Best Practices
Always consider upstream and downstream impacts
Standardization should be the underpinning for an effective information management strategy
Intentionally define roles and processes for transition and steady state
Defining excellence to maximize results
Best Practices
Ensure data being migrated is clean data
Use the data from the incumbent payroll system
Identify external constraints (other business activities, competing projects, shutdowns, etc.)
Defining excellence to maximize results
Best Practices
Role of Future State Change Agent
◦ Authority to make decision
◦ Drives standardization, challenges need for special requirements
◦ Gets buy-in from organization (at all levels), ensures partnering
Defining excellence to maximize results
Best Practices
Partner with vendors
◦ Listen to your vendors, they have experience that you can benefit from
◦ Be open and honest with vendor regarding your constraints
◦ Work together to assess risks
Defining excellence to maximize results
Best Practices
Change Management is essential to ensure excellence before, during and after the project. It is the bridge between the solution and the results.
Change Management is a systematic and proactive approach to dealing with change
Change Management is:
o Creating leadership
o Changing attitudes
o Communication and Training in order to be able to adopt the change
Defining excellence to maximize results
Change Management is essential to ensure excellence before, during and after the project.
Clearly articulate the overall business benefits of the project – why are we doing this now?
Shadow organizations exist mostly because buy-in was never achieved upfront or lost
Change Management should start before the project begins and not end until the new solution has been adopted
Defining excellence to maximize results
Effectiveness of your Change Management is the key to a successful implementation and will greatly impact excellence after the project
Impact Assessment
oAssess the impact of the new solution on your people and processes
Change Management Plan
oDefines and implements new procedures and/or technologies
Defining excellence to maximize results
Effectiveness of your Change Management is the key to a successful implementation and will greatly impact excellence after the project
Communication Plan
o Establishes a common vision and integrated approach to the communication campaign
Training Plan
Ensures end-users are ready to perform tasks in the system prior to go-live and their correct on-going use
Defining excellence to maximize results
Effectiveness of your Change Management is the key to a successful implementation and will greatly impact excellence after the project
Readiness – What is a successful end state?
oEmployees are able to access their data, and request service using new tools and processes
oManagers are able to perform their roles using new tools and processes
Defining excellence to maximize results
Driving the Project
Primary reasons projects fail
Unrealistic expectations Lack of involvement from Subject Matter
Experts/End Users
Requirements are not completely identified
Lack of accountability
Lack of project governance/discipline
Driving the Project
Use Technology
Track Progress
Identify Right Resources
Maintain Control
Keep Everyone Informed
All Decisions Made Should Align with Project
Objectives
Encourage Peak Performance
Successful projects require strong project governance to ensure that the project follows the plans correctly and, as a result, leads to the desired results.
Driving the Project
Project Governance provides framework for managing the project and keeping it on track.
Provides oversight at multiple levels
◦Strategic (Stakeholders/Executive Sponsor)
◦Operational (Project Leadership)
◦Tactical (Project Manager)
Driving the Project
Project Governance provides framework for managing the project and keeping it on track.
Stakeholders/Executive Sponsor
◦Ensure project remains aligned with strategic objectives and direction
◦Confirm status and resolution of escalated issues or risks
Project Governance Review and confirm alignment of
program with business strategy and direction
Confirm status or resolution of any escalated issues or risks
Weigh-in on “Go/No Go” decisions
Strategic
Direction
Setting
Strategic
Direction
Setting
Issue Escalatio
n
Issue Escalatio
n
Strategic
Manage program issues/risks Track progress against program
work plan Revise milestones and deliverables Decision of “Go/No Go” events Confirm transition criteria Coordinate internal policy alignment Confirm scope changesOperation
al
Manage program/project team participation
Prepare documentation Verify activities and tasks have
occurred Verify transition criteria achieved
(readiness) Identify and resolve issues and risks Monitor and verify operational
readiness
Tactical
Steering Committee
(Meet Monthly)
Project Leadership
Team (Monthly)
Project Manager(Daily to Weekly)
Workstream Leads
(Weekly)
Confirm Interface Requirements Design Oversight Review scope impacting
transformational activities Approve Deliverables
The Do’s to Prepare for First Payroll
Do Ensure Go Live Checklist is complete
Review criteria for a no go decision
Review contingency plans
Determine where and how support will be provided for time critical issues
Ensure pay period schedule dates are accurate
Pay period begin and end date
Pay particular attention to the pay date to ensure it is correct
The Do’s to Prepare for First Payroll
Do
Ensure all parties (internal and partners) are aware
of the cutover dates
Proactively communicate any known issues and the mitigation plan
Audit, audit, audit
Ensure direct deposit files have been transmitted
Communicate to all, announcing the go live
Clearly document open items, drive to resolution
Don’t
Process first payroll without a Contingency Plan
Move forward without successful test results without contingency plans and proactive communications
Move forward with partial set up on test results without contingency plans and proactive communications
Forget to celebrate your success as a project team
The Don’ts for the First Payroll
Ensure the delivered solution meets the documented project objectives
Excellence After the Project
Create transition plan to ensure an organized and effective transition from project team to steady state team
Evaluate training needs – is any retraining necessary
Document ownership of any open items
Project evaluation – did project meet all objectives