project and portfolio management 101: the essentials (205692503)

8/13/2019 Project and Portfolio Management 101: The Essentials (205692503)

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Project & Portfolio Management

PM101: The Essentials

February 11, 2014

Deborah Whitten

Assistant Vice President

IT Planning and Program Management

Arizona State University



Agenda – Project Management

1. What is Project Management

2. The Role of the Project Manager

3. Project Management Processes

4. Project Management Plan

5. Estimating

6. Resource Management

7. PM Maturity Model

8. Wrap up, Q&A



Your Host



Deborah Whitten

•

AVP, IT Planning and Programs• 24 years in higher education IT

• Purdue University, West Lafayette, IN

• Clemson University, Clemson, SC

• Educause, Cause, CUMREC, PMI• PMP, ITIL, CGCIO, M.Ed.



Rapid Q & A

•

Please use index cards on your table to recordany questions or ideas for discussion later in

the session



What is a project?



What does a Project Manager do?



Definitions

•

A project is a temporary endeavor undertaken tocreate a unique product, service, or result. A project

has a defined start and end date.

•

Project Management is the application ofknowledge, skills, tools, and techniques to project

activities to meet the project requirements.



Who is the Project Manager?

• PMI defines a Project Manager as:

• The Person assigned by the performing organization

to achieve the project objectives

• Objectives

• Organizing the Project Team

• Keeping the Project Team on Task

• Communicating with the Project Sponsor

• Down and Dirty:

• The person responsible for seeing the project

through to completion



What the Project Manager IS NOT

• The Project Manager is not the person doing thework

• Can be the same person, but the roles need to beseparated

• The Project Manager is not the person getting the

blame or credit for the finished output• Should be held accountable for keeping the project

on task

• Should be able to escalate issues to the projectsponsor



Project Sponsor

•

The person that provides the financial resources forthe project

• Can be inside or outside of the organization

• Heavily invested in project success

•

Needs to be able to make the decisions about theproject

• Needs to also play the project champion for the

project



Why Project Management?

•

The Standish Group Chaos Report• Project Failures – 15%

• Challenged projects – 51%

• Project Success – 34%

• Level of Success depends on:• Executive Support

• User Involvement

• Clear Business Objectives



Project Management Standards

The Project Management Institute (PMI)

• More than 265,000 members in over 170 countries

• PMI is the leading membership association for the

project management profession.

• Founded in 1969 by Project Managers

• Headquarters in Newton Square, PA

• Publishes the Project Management Body of Knowledge

(PMBOK)



Initiation Closeout

Planning

Executing

Monitoring and

Control

PM Process Phases



Project Management

Framework



Project Governance



The PM Plan

•

Scope• Schedule

• Cost

• Subsidiary plans•

Scope management• Requirements management

• Schedule management

• Cost management

• Quality management



Subsidiary Plans (cont.)

• Process improvement

• Human resource management

• Schedule management

• Cost management

•Quality management

• Communication management

• Risk management

• Procurement management

• Stakeholder management



The Challenge of Estimating



Summary – What happened?

• A: quick guess with little or no info

• B: meta data

• C: small sampling

• D: historical data

• E: rumor/anecdotal

• F: actuals



How should we estimate?

• Right person provides the estimates

• Break down the task

• Estimate in context

• Use ranges, 3-point estimating, or other methods



Resource Management



Summarize skills of PM

• Leading

• Organizing

• Communicating

• Planning

• Technical oversight

• Budgeting

• Team building

• Praising

• Documenting

• Negotiating



Triple Constraint

Cost

Choose two



PPM Maturity Model

Maturity Level Key Point Performance Effective Span Key PM Focus Planned



Maturity Level Key Point Performance Effective Span Key PM Focus Planned

Deliverables

5

Optimizing

Integration within

business strategy

& operations

Continuously

improving

Enterprise PM Center of

Excellence

Continuous

Improvement

• Improvements

• Knowledge base

additions

4

Refining

PM Process

Solidify gains &expand

Comprehensive; highquality; high customer

satisfaction

Multiple BusinessUnits

Committing to aproject

management culture

• Performancemeasurement &

improvement

• Knowledge base (e.g.

estimating data)

3

Standardizing

PM Process

Macro-level

change

Integrated; positive

value-added results

Multiple Projects Implementing

PM processes for

Governance &

Multi-project

management

• Move to project-

based (matrix)

organization

• Program

management

2

Controlling

Projects

Stabilize

performance

Local consistency;

short term positive

results

Single project Introducing a

structured PM

approach

Portfolio controls

• PM Methodology &

tools

• Measurement

• Central project

repository

• PM Training

1

Defining

PM (Common

Processes)

Acknowledge

negative impact

Ad hoc; heroes,

inconsistent results

Pilot projects;

single business

area

Using inconsistent

PM processes

• PM Framework

• Development

methods

• PM Training

• Executive Orientation

• Common Language



Last Thing to DO!

• Write down the name of a project manager in your

organization

• Write down a question, issue, or area of interest that

you want to go back and talk to that person about



Rapid Q&A



Thank you!

project and portfolio management 101: the essentials (205692503)

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