project management lollapalooza (166213305)
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Getting StartedProject Management Lollapalooza
Jeff Burns, Assistant Director of Development &
Implementation, Pittsburg State University, Pittsburg, KS
Barbara Herbert, Assistant Director of Project & ProcessManagement, Pittsburg State University, Pittsburg, KS
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“Every minute you spend
planning will save you 10minutes in execution; thisgives you a 1,000 percent
return on energy.”
Popular quote by Brian Tracy, a self-helpauthor and motivational speaker
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Why We Went to Project Management?
We were facing: development in silos
similar development occurring with no
collaboration, sharing of resources or tools poor communication
persistent scope creep
never really finished
no central management of incoming requests
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Why Project Management?
Goals in restructuring: all requests run through a defined
project management methodology
development accountable to definedtimelines
maximize collaboration
cross-training of developers standardized documentation process
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What is a
project? A project is a
temporary endeavor
undertaken to
create a unique
product, service, or
result.
More than aweek of work,several peopleinvolved, cross
department
Somethingtotally new
Enhancementor new
functionality
An issuefrom anexistingprogram
New or largesupport issues
(time or
resources)
Data issuesare support,
programissues areprojects
Range of impact
How does itaffect
productivity or scope? If now it
would besupport.
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Project Management Resources
Project Management Institutewww.pmi.org
Educause Project Management Constituent Group
Peer institutions
Training
Books
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Early Goals
Mock up a process
Test and modify
Be open to feedback from anyone involved(managers, clients, developers, etc.)
Determine what was a project and what was
routine support
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Project Level Definition
True Emergency A client is dead in the water because of some issue/problemand cannot serve their clients in a timely manner.
RoutineMaintenance
Recurring events, such as 20th day processing or fiscal yearend processing (assuming there aren’t a lot of new
changes).Bug Fix Something that is truly not working correctly, not changing
the way something works.
Research Requests to help gather information, look at potentialproducts and/or will involve no programming time. (Projectcould be labeled as high or complex.)
Low Level < 1 week of 1 resource (plus possible SME time as needed)
Medium Level > 1 week < 1 monthLow VisibilityMinimal draw from various management teams
High Level some 3rd Party Installation
1 month to 6 months durationMedium to High VisibilityMinimal crossing of Univ Divisions as clients possible
Complex Level most 3rd Party Installation> 6 months durationMajor crossing of University Divisions of clients
High to Very High Visibility
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First Steps
Sponsor/decision maker
Requested date of completion
Purpose
Mission/Scope
Milestones
Touchpoints
Deliverables
Project team members
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Ranking CriteriaStrategy/Objective
Weight
Criteria Condition Score
Legal (10) 2 Is the project a legalrequirement? Yes (+5 pts)No (0 pts)
Regulatory (10)
2 Is this project aregulatoryrequirement?
Yes (+5 pts)No (0 pts)
Strategic
Goal (7.5)
1.5 What University
strategic goal does thisproject support?
Multiple goals (+5 pts)
Single goal w/high priority (+3pts)Single goal wo/high priority (+1 pt)No goal supported (0 pts)
Impact onServices(5)
1 What impact does thisproject have on currentuniversity services?
Increase or improve currentservices (+5 pts)Maintain & reduce the cost of theservice (+3 pts)Maintain the current system (0 pts)
Operational Costs(5)
1 Does this projectproduce a positive ROI?
Will pay for itself and generatecash (+5 pts)
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What is Project Management?
Not a tool, but a process Living, breathing being
Whatever you want it to be!!(within reason)
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Questions?Please visit us at the table discussion.
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BobbyJo Morse •
Project Management Basics:
Building Your ToolboxEricka Mendez
Senior Project Manager
Project Manager [email protected]
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VS
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Components of a Successful Project
Communication Scope
Clear roles and responsibilities
Team members are accountable Clearly defined project goals and
deliverables
Defined project end date and transition tooperations
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UWM Project Management Toolbox
Project Charter Requirements Definition
Communication Plan
Activity List and Schedule Close-out Report
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George Watson, PMP – University of Wisconsin-Madison
March 19, 2013
PM Lollapalooza
Gathering Business Requirements:De-mystifying the Process
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Important Announcement
It does not matter how well you manage theproject – if you are doing the “wrong” project!
Requirements Matter!!!
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Definitions of a Requirement
PMI – Project Management InstituteA condition or capability that must be met or possessed by a
system, product, service, result, or component to satisfy acontract, standard, specification, or other formally proposeddocument. Source - (PMBOK) 4th Edition
IIBA – International Institute of Business Analysis
A condition or capability needed by a stakeholder to solve aproblem or achieve an objective. A condition or capability thatmust be met or possessed by a solution or solution
component to satisfy a contract, standard, specification, orother formally imposed documents. A requirement may beunstated, implied by other requirements, or directly stated
and managed. Source: (BABOK) Guide Version 2.0
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Gathering Requirements is Challenging
The American “Trap”
1. We want it Now
2. We have an urge to
improvise
3. We pursue the impossible
4. We insist on choice
5. We are convinced newer isbetter
Adapted from - The Stuff Americans AreMade Of , Joshua Hammond
The Requirements Maze….
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Requirements – The Moving Target
Original Requirements
Deleted Requirements
New Requirements
Changed Requirements
A
A
Final
Delivery
Visualizing Project Management – Forsberg (2005)
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Tires – Are Requirements the Same?
Source - University Communications – UW-Madison
“Airless” Tire
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Sample Questions (Voice of Customer)
• What frustrates you most about the currenttires?
• What aspects of the current tires do youstrongly recommend we change?
• What features would a perfect tire include?• What job(s) do you need perform with these
tires?• What measurable outcome(s) do you hope to
accomplish with these tires?”•
What solutions would you like to share?
Note: You can exchange “tires” with yourproduct/service.Gathering Business Requirements – UW- Madison
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Prioritizing Requirements• Must have, should have, nice to have…•
The Shopping Spree – Each feature is assigneda price and each person is given a pre-determined amount to money to distribute overthe features.
• Affinity Ranking – All requirements are posted
and each participant is asked to place dots nextto their preferences.
• Forced Pair – All requirements are comparedagainst all other requirements in a pair using aranking matrix.
• Spreadsheet-based decision matrices withweighted attributes
• QFD (Quality Function Deployment) – Techniqueto identify and convert the most crucial
customer needs into step-by-step procedures
Adapted from - Determining Project Requirements, Hans Jonasson; and Gathering Business Requirements – UW-
Madison
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Gathering Requirements: The Cheat Sheet
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Thank You! A Few Closing Thoughts..
The Mars’ Pathfinder –
Requirements & Results – A fixed price contract for $196 million – 44months from start to touchdown
– A 300,000,000 mile trip – seven months –arrived within seconds of schedule
– Entered the Mars’ atmosphere at 16,400
mph – The parachute opened at mach 2.2 – Landed on Mars’ surface at 35 mph and
bounced 50 feet and kept bouncing untilgrounded
– It was expected to operate for 30 days – it
lasted 3X longer(Adapted from The Mars’ Pathfinder - Price
The whole goal is to have fun with the problems. That iswhen you start seeing results. James Loehr
George Watson, Ed.D., PMPUniversity of Wisconsin-
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Building a Project Management Communications Plan
Paula Brossard, IT Infrastructure Project Manager
Wendy Luljak, Senior IT Communications Strategist
Project Management Lollapalooza
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Build it…
And they will come.
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Not unless they know…What it is
Who it’s for
What it’s for
What it’s not for
How to use it
How not to use it
When to use it
When not to use it
Where to find help
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Project Management:
Communications is KEY
And the time to start is
at the beginning
when the project is in its infancy…
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Role of the communications lead:
Provide customer-perspective
Identify keystakeholders
Develop & direct acommunications plan
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Phase 1: Initiating
Customer-level“gut check”
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Phase 1: Initiating
Service proposal
Project charter
Communications:► W hy is this happening?
►Who will benefit?
►How?
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Phase 2: Planning
Project team formed
Requirements gathering
Activities & schedule developedCommunications Plan:
►Who will be notified?
►When? ►Why?
►How?
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Phase 3: Executing & Controlling
Project updates
Change management activities
Service launchCommunications:
►Impact
►Progress►Delays
►Preparation
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Final team meeting
Service portfolio entry
Archived documents
Final report to sponsors
Transitioning
Phase 4: Closing
Communications:►Wrap-up (lessons learned)
►On-going consistency
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Why have a
communications
lead from the onset?
Customer-centric approach to service design
Comprehensive stakeholder lists
Right messaging at right time using right media and channels
Opportunity to manage expectations
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A project communications lead is
more than just the messenger.
A communications lead is a
partner to help ensure project success.
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Roadmap for Organizational Optimization
Mark N. Goedert – University of Illinois at Chicago
Cynthia Cobb – University of Illinois AITS
Portfolio Management
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Agenda
Portfolio Management Definition
Portfolio Management Activities
Maturity Model
Lessons Learned
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Portfolio Management Defined
A portfolio is a collection of projects andother related work that is grouped together to facilitate effective management of thatwork in order to meet strategic businessobjectives.
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Portfolio Management Benefits
Matches IT spending with strategic priorities
Provides clear set of priorities for approvedprojects
Provides a manageable workload for projectresources
Answers the question: What are we working
on?
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Portfolio Management Activities
Proposing, selecting and prioritizingprojects
Scheduling and managing resources
Monitoring and controlling the portfolio
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Portfolio Management Foundation
Effort Categorization Time Reporting
Project Definition and Inventory Ownership
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Proposal, Selection and Prioritization
Goals Support strategic plan of organization
Buy-in on project selection
Objective assessment of projects Process
Ideas gain sponsorship
Proposals matched to strategic plan
Proposals reviewed and approved
Projects prioritized
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Proposal, Selection and Prioritization
Tasks Facilitate creation of evaluation criteria
Provide assistance with proposal creation
Facilitate proposal selection Provide tools and reporting
Challenges
Estimating cost and benefit
Keeping up with incoming proposals
Communication and transparency
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Scheduling and Managing Resources
Goals Control start of projects to even out workload
Manage expectations of stakeholders
Document resource demand, justify staffing changes Process
Evaluate prioritization
Evaluate resource demand Adjust project schedule
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Scheduling and Managing Resources
Tasks Meet with stakeholders to prioritize upcoming projects and
schedule start dates
Use project data to forecast demand
Communicate priorities and changes
Challenges
Communication
Data currency and accuracy
Time tracking resistance
Authority to control start date
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Monitoring and Controlling thePortfolio
Goals Ensure data accuracy
Improve project performance
Adjust portfolio mix
Process
Report on overall health of the portfolio
Identify areas that need critical attention
Target resources to address critical areas
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Monitoring and Controlling thePortfolio
Tasks Monthly review with project managers
Identify projects at risk
Report on project and portfolio performance
Communicate
Challenges
Buy-in on time tracking and PM activities
Estimating
Authority to adjust portfolio (kill projects)
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Maturity Model
Level 4 – Optimizing
Level 3 – Managing
Level 2 – Governing
Level 1 – Communicating
Level 0 – Admitting
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Lessons Learned
Know your goal Acquire high level support
Seek guidance
Facilitate governance
Listen
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Resources
Peer Institutions ACCC Leveraged AITS Expertise,Templates, Processes, and Tools
“IT Portfolio Management Step-by-Step” byBryan Maizlish and Robert Handler
Educause Project Management Resources
IT Leadership Exchange https://www.itleadershipexchange.com/
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Portfolio Management - End
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A Low Cost, Cloud Based, Solution
Scott C. Radtke
Director of Project Management
PM & PPM Tools
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What Do We Need?
Three Primary Areas Document Templates
Design, Management and Delivery
Project Management Information System(PMIS)
PPM
Project Portfolio Management
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Document Templates – Google Drive
Design Save as Template
Delivery
Google Drive – From Template
PMO Web Page with Links to Template
Maintenance The Template is your “Master”
T l G ll i G l D i
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Template Gallery in Google Drive
T l t i PMO W b it
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Templates via PMO Website
G l D P j t T
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Google Docs – Project Tree
PMIS B Cl i
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PMIS – Basecamp Classic
Scalable Subscription Greatest Strength - Collaboration
All project materials in one place
Link to Google Drive project files
Project and ToDo List Templates
Archive of past projects
30-day Free Trial Available at:http://basecamp.com/classic
B Cl i
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Basecamp Classic
PPM T l R d
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PPM Tool - Roadmap
Manage the active project portfolio Integrated with Basecamp
Manage “Proposals” (future projects)
Resource Management
Reports
Features
30-Day Trial Available:http://www.ppmroadmap.com/plans-pricing
R d D hb d
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Roadmap - Dashboard
R d P j t 360 i
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Roadmap – Project 360 view
R d R t
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Roadmap – Resource management
T l S L C t S l ti
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Tools Summary – Low Cost Solution
Templates and Delivery via Google Drive Project Management via Basecamp/Google
Docs integration
Project Portfolio Management viaRoadmap/Basecamp integration
Total cost for unlimited projects level
$224/month or $2688/year
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Questions
Please join our table discussion afterward