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Project Management Overview

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What is a Project?

A temporary endeavor with a beginning and an end that creates a unique product, service or result*
Operational work is ongoing and project work has a definite end

* Project Management Institute (PMI)

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What is a Project Management Office (PMO) and what does it do for ITS?

To promote the use of standardized, proven PM processes
To develop and conduct PM training
To help improve project collaboration, reporting and communication
Specifically for ITS Projects:

Assist ITS resources with use of proper PMI (Project Management Institute https://www.pmi.org) proven practices
Lead selected ITS projects

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PMO Frameworks*�

Organizational Unit PMO/Business Unit PMO/Divisional PMO/Departmental PMO
Project-Specific PMO/Project Office/Program Office
Project Support/Services/Controls Office or PMO
Enterprise/Organization-wide/Strategic/Corporate/Portfolio/Global PMO
Center of Excellence/Center of Competency

* PMO Frameworks Report|PMI Pulse of Profession

Types of PMO frameworks according to PMI:

Organizational Unit/Business Unit/Divisional/Departmental PMO – Provides project-related services to support unit/division within an organization (portfolio mgmt., governance, project support, HR utilization)
Project-Specific PMO/Project Office/Program Office – Provides project-related services as a temporary entity established to support a specific project or program.
Project Support/Services/Controls Office or PMO – Provides enabling processes to continuously support management of project/program/portfolio work throughout the organization.
Enterprise/Organization-wide/Strategic/Corporate/Portfolio/Global PMO – The highest-level PMO in orgs having one, responsible for alignment of project/program work to corporate strategy…
Center of Excellence/Center of Competency – Supports project work by equipping the org with methodologies, standards and tools to enable PMs to better deliver projects.

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Why standardize on a consistent Project Management approach?

Common Language
Shared set of expectations
Provide Project Leads/Managers and Project Sponsors with common set of flexible PM tools for projects to succeed
Optimize utilization of limited resources (people, $, materials)
Develop source of project documentation for repeatable, more efficient project flows
Reduce Risk and Improve Project Success
Fosters Better Collaboration & Communication

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Common PM Definitions

Project Sponsor – Champions the project; Escalation point; Authorizes; Financial backing
Project Stakeholder – Those whose interests may be affected by the performance or completion of the project.
Project Intake – Project Request, Governance, Prioritization, Sizing
Project Charter – Document that formally authorizes a project; documents requirements, deliverables, assumptions, constraints, stakeholders, etc.
Communications Plan – Defining what information is communicated to stakeholders, how frequently, in what format
Project Schedule – Start/Finish Dates; Milestones, Network Diagrams, GANTT Chart, Critical Path
Project Plan – Formal, approved document defining how the project will be executed, monitored and controlled

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Project Management Triple Constraint

Schedule

$ and/or Resources

The Work

Also known as the ‘Iron Triangle’, there are constant tensions among Time, Cost and Scope. Time can be thought of as your project schedule (start date/end date). Cost is your budget which can be dollars and/or resources (hours) committed to the project. Scope is ‘the work’ that it will take to complete the goals/deliverables of the project. The Project Manager’s challenge is to continually keep these constraints in balance. All three maintain a level of quality that is acceptable (via the approved charter and project plan) to the project sponsor and stakeholders. If any one of these changes, the others are affected…for example if it is determined that the project needs to be delivered a month earlier than expected thereby shortening the schedule, cost and/or scope will need to be adjusted as well. Either more cost will be introduced in the form of additional resources to meet the compressed timeline or there will need to be some elements of the scope that cannot be included in order to meet the new timeline. Excluding elements in the original scope could adversely affect the quality perceived by the stakeholders.

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How to manage Scope-Time-Cost Tensions

Before starting project:

– Understand what the customer needs

- Understand what defines success for the customer

Throughout project:

– Communicate with the customer & other stakeholders

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What percent of projects succeed?

Project delivered:

- On scope

- On time

- On budget

- Stakeholders satisfied/happy

75 – 100%
50 – 75%
25 – 50%
0 – 25%

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What percent of projects succeed?

Project delivered:

- On scope

- On time

- On budget

- Stakeholders satisfied/happy

75 – 100%
50 – 75%
25 – 50%
0 – 25%

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Managing projects successfully is hard…

~35% of IT projects succeed*

- Rest of the projects

- Run over budget

- Fall behind schedule

- Do not provide promised deliverables

- Cancelled altogether

* The Standish Group Chaos Report 2009

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Project Management

Deals with uncertainty 🡪 Deliver predictable outcomes

How? 🡪 By following common, repeatable, proven actions/processes

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Purpose of project management…

To improve the likelihood of completing projects successfully

- Must have executive support

- Must have user involvement

- Comes with experience…

- Delivery using PMI-based standard processes

- Open communication

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This view of the PDLC shows some items that are outputs of the various phases. This includes the Project Request Detail which is a questionnaire used to send to a project requestor to gather more specific information to be able to evaluate the project request and hopefully engage the correct resources to gather more info from the requestor for proper evaluation. The Initiation Phase concludes with the APPROVED Project Charter essentially achieving agreement and approval from the Project Sponsor that the deliverables, risks, constraints, etc. have been identified and the project is ready to enter the Planning Phase.

The most important phase in the life cycle is the Planning phase. This is where all of the proper planning with the project sponsor and project team (which is identified and roles/responsibilities defined) takes place. The charter that outlines the objectives, project deliverables, assumptions, constraints, etc. has been approved and the details of that charter are further developed. The scope (what is to be done) and schedule (timeline) is agreed upon and approved. The budget (dollars and/or hours) is agreed upon and approved. The communications plan is outlined so stakeholders are kept up-to-date with project information in a medium and frequency that is appropriate. The end result before going off to do the work in the Execution Phase is an approved project plan.

The Execution Phase is where the work gets done. Throughout the life of the project, project status reporting is conducted on an agreed upon basis (recommended at least bi-weekly) so that the project stays on track and issues that arise are dealt with quickly. Monitoring and Controlling occurs throughout all phases of the project life cycle and is part of the balancing act conducted by the project lead/project manager.

The Closing Phase is after the work is finished and the outcomes or deliverables of the project are accepted/approved by the project sponsor. Once accepted, the project is transitioned to operations, project resources are released, stakeholder satisfaction is measured, lessons learned documented and all project documentation is archived for future reference. It is important to take time to CELEBRATE the successful completion of the project to acknowledge a job well done by all project resources.

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About PMI

Leading not-for-profit professional membership association for the project management profession
Nearly 700,000 members; 1.4 Million PMPs
Standards, certifications, programs, chapters…
http://www.pmi.org/about/learn-about-pmi

About PMI-Binghamton

The mission of our chapter is to advance the objectives of the Project Management Institute in support of our members in communities which we serve.
http://www.pmi-binghamton.org/

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PMI Certifications

Project Management Professional (PMP)^®

Who should apply?

If you’re an experienced project manager responsible for all aspects of project delivery, leading and directing cross-functional teams, then the PMP^® is the right choice for you.

Gain and Maintain Your PMP^® –

The certification exam has 200 multiple-choice questions, and you have four hours to complete it.
To maintain your PMP^®, you must earn 60 professional development units (PDUs) every three years.

Prerequisites:

Secondary degree (high school diploma, associate’s degree or the global equivalent)
7,500 hours leading and directing projects
35 hours of project management education
Or
Four-year degree
4,500 hours leading and directing projects
35 hours of project management education

http://www.pmi.org/certifications/types/project-management-pmp

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PMI Certifications

Certified Associate in Project Management (CAPM)^®

Who should apply?

If you’d like to manage larger projects and gain more responsibility or add project management skills into your current role, then the Certified Associate in Project Management (CAPM)^® is right for you.

Gain and Maintain Your CAPM^®

The certification exam has 150 multiple choice questions, and you have three hours to complete it.
To maintain your CAPM^®, you must retake the exam every five years.

Prerequisites:

Secondary degree (high school diploma, associate’s degree or the global equivalent)
1,500 hours of project experience

Or

23 hours of project management education completed by the time you sit for the exam

http://www.pmi.org/certifications/types/certified-associate-capm

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TeamDynamix �ITS Project Request Form �https://binghamton.teamdynamix.com/TDClient/45/Portal/Requests/ProjectRequests/ProjectForm.aspx?FormID=Ww5JQrhkNos_&ID=Ej1O7QM28zo_&RequestorType=ServiceOffering

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Questions??