Pennsylvania Digital Government Summit Project Management

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Pennsylvania Digital
Government Summit
Project Management
Jan Mahar Business and Career Solutions Informati
on Sciences and Technology, Penn State Ed
Uravic Division of Enterprise Project
Management OA Office for Information Technology
SCHOOL OF INFORMATION SCIENCES AND TECHNOLOGY
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Why care?

• 25 of gross product spent on projects( PMI
  Project Management Fact Book 2001)
• United States 2.3 trillion
• Worldwide 10 trillion
• IT projects spending worldwide(Forrester
  Research)
• Increased 4 from 2003 to 2004 (752 billion)
• Project 5.5 from 2004 to 2005 (795 billion)

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Success of projects (CHAOS
03 from Standish Group International)
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Why projects FAIL (CHAOS
03 from Standish Group International)
46 of 2003 challenged projects had less than 20
over cost.
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Why projects FAIL
(Information Technology Project Management by
Kathy Schwalbe)

• Client Involvement
• Ill-Defined Requirements (Scope changes,
  Incomplete WBS, Cost estimates)
• Top Management Support
• Poor Management (Resources, Data
  collection, Underestimate scope,
  team spin-up, implementation needs)
• Project team Responsibilities
  (Three-Sphere Model of Systems Management
  Organization Frames)
• Personnel Issues (Attendance,
  Stakeholders, Project Manager Skills)

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Three-Sphere Model
(Information Technology Project Management by
Kathy Schwalbe)
3 Sphere Model of Systems Management
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Stakeholder Analysis
(Information Technology Project Management by
Kathy Schwalbe)
Project Manager need to IDENTIFY his STAKEHOLDERS
...
Shawn Ruth Madhavi Brian
Title in Organization Internal Senior Mgmt Project Team Project Team Project Mgr for other projects
Role in Project Sponsor co. founder DNA sequence expert Lead Programmer Competitor for resources
Unique Facts Quiet, demand likes details, MBA Stanford PhD in biology, easy to work w, has toddler Very smart, weird humor Nice guy, oldest at co., 3 kids in college
Level of Interest Very high Very high High Low
Level of Influence Top, call shots SME, critical Hard to replace Low
Suggestions to manage relationship Keep informed, let him lead talk Allow work lt home, lead tests Emphasize stock options I can learn from him
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Project Manager (Information Technology
Project Management by Kathy Schwalbe)

• SKILLS
• Communicate, Organize, Team Build, Lead, Cope,
  Tech
• Putts Law the Power of Two
• PROFESSION
• PROJECT MANAGEMENT
• History
• Certifications
• Buzz words ERP, PPM, KM, CRM
• PMO JUSTIFICATION (CIO wbesite, 7/2/03)
• 46 increase of successful projects
• Implement standards, Increase cust sat
  employee productivity

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Project Management -gt Program
Management -gt Portfolio Management
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Project Portfolio Management

• Whats Driving the Need for PPM Solution?
• Alignment of IT to Business Objectives
• Prioritization of projects based on importance to
  the business
• Call for accountability or regulatory compliance
  requirements
• Overall improvement of communication between IT
  and the business
• Key Themes and Drivers of PPM
• Call for a more Agile Government
• IT Governance and Management
• Compliance/Regulatory Demands
• Alignment of IT to the Business (later under
  Communication Pitfalls)
• Identification of Cost Reduction Sources
• Increase of Collaborative-sourcing - - part
  employees mixed with part outsourcing

..OR just business as usual !!!
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PPM What You Get in Return
Quality of Decision making
Speed of Decision making
Effective IT Project Prioritization
Effective IT Project Prioritization
Effective IT Project Prioritization
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Questions ???
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Common Pitfalls in PM
Based on PMIs Knowledge Areas
CORE FACILITATORS Scope Human
Resources Time
Communication Cost Risk
Quality Procurement
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SCOPEs Common Pitfalls

• Scope creep
• Unaware of Triple Constraint
• Techie Heaven
• Executive whims for greatest new fad
• Timing of User Involvement
• Kill Points
• Chunking
• Scope axe

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TIMEs Common Pitfalls

• Estimating Durations
• Tracking Actuals
• Percent complete
• Multiple baselines
• Reacting with what ifs

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COSTs Common Pitfalls

• Recognizing Lucky and Lousy
• Why go with COTS (Commercial Off-The Shelf)
  software
• Overruns
• Communicating
• Understanding
• Law suit potentials
• How do you estimate the effort (cost schedule)
  prior to committing to a project?
• When should you revisit during projects life
  cycle?

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QUALITYs Common Pitfalls

• 4th Project Management Constraint
• Further defining of Scope
• Effects, such as lost productivity
• Tools
• Six Sigma
• 5-phase improvement method
• Perfections
• Business Process Mgmt (BPM)
• ISO 9000
• ISO 15504 (SPICE) for software assessment

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RISKs Common Pitfalls

• Organizations personal risk tolerances
• Negative risk conditions - Common sources
• Tools
• The P/I Matrix, Top 10 Risk Item Tracking
• Response Strategies for and - risks
• - Avoid - Accept
• - Transfer - Mitigate
• Exploit Share
• Enhance
• Is the word corporate governance just a buzz word
  or are there any companies following it and
  experiencing good results?

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COMMUNICATIONs Common Pitfalls

• Prime reason CEOs dissatisfied with IT their
  CIOs (Gartner Executive Programs Mckinseys
  Club Informatique des Grandes Entreprisers
  Francaises
• Types of Process Planning
• Types of Mediums PROs and CONs
• Tools
• Algorithm for optimum number of channels
• Generous Listening
• Paying Attention
• Replication
• Recreation
• Co-creation

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HUMAN RESOURCEs Common Pitfalls

• Erroneous Productivity Measurements
• Focus emphasis on Information VS Technology
• Tools
• RACI Charts (Responsible, Accountable,
  Consultant, Informed)
• Responsibility Assignment Matrix with
  Stakeholders or WBS
• Accountable,
  Participant, Review Rqd, Input Rqd, Sign-off Rqd

A B C D E
Unit Test S A I I R
Integration Test S P A I R
System Test S P A I R
User Acceptance S P I A R
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Questions regarding Projects Common
Pitfalls ?
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Additional PM Thinking

• 1. Six Strategies (Stephen Warren, FTC)
• Plan Ahead (ex vet vendors)
• Think in chunks (manage better focus on
  deliverables)
• Share risk (performance-based contract
  with vendors)
• Work together (business and IT collaborate
  from the start)
• Test as you go (developers testers synced)
• Consider layers (N-tier architecture -gt
  flexible asynchronous
  processing)

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Additional PM Thinking

• Ten Mantras - 10 Ps (Manjiri
  Kalqhatqi)
• Planning Persistence
• People Perfection
• Processes Precaution
• Prudence Practice
• Patience Professionalism
• 3. Full Governance VS govern once (S. H.
  Cramm, Leadership Management Research
  Center)Doing the right things the right way at
  the right time!

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Additional PM Thinking

• 4. Critical Chain PM (CCPM) (from
  Dataquest)
• Invented in 1997
• Resulting in 10 to 50 cheaper / faster
• Based on
• Common sense and reality
• How people work most effectively
• Minimum schedule complexity with acceptable risk
• Proven Theory of Constraints
• Simple proven methods
• Software accessible to everyone
• Multiple projects can share resources

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Additional PM Thinking

• 5. CHAOS TEN - with weighted significance /
  risk
  (from Extreme CHAOS)
• Executive Support 18
• User Involvement 16
• Experienced P Mgrs 14
• Clear Bus Objectives 12
• Minimized Scope 10
• Std Software Infrastructure 8
• Firm Basic Reqts 6
• Formal Methodology 6
• Reliable Estimates 5
• Other

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Recipe for Project Success

• Reduce requirements to bare minimum
• Provide constant communication
• with Collaboration Mgmt
• Scope self-selected
• Activities self-coordinated,
  expedited,
• documented
• where Project Managers top traits are
• Multilingual
• Gatekeeper
• Maestro
• Cattle Driver
• Clark Kent
• Standard infrastructure
• Good stakeholders
• Iterative development process
• PM tools and adherence to key role ? ?
  ? ? ?

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GOLDEN NUGGET for projects
success
Newest data shows ... FORMULA lt 4
people lt 4 months lt 500K
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Questions ???
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Pennsylvania INTIATIVES

• Where we were BEFORE Agencies
• Were on their own ? silos
• Depended on vendors
• Separately spent money on similar software,
  hardware, applications
• Where we are NOW
• Working together
• Leveraging existing resources
• Using deliverable-based procurement
• Using enterprise architecture
• Using Communities of Practice
• Using an enterprise PM methodology

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Pennsylvania INTIATIVES

• Where we are GOING
• Shared services
• Standards and tools for project portfolio
  mgmt
• More training for project management
• Training for system development and reqts mgmt
• Careers for project managers

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Pennsylvania INTIATIVES
What you should do Learn about and use
EPMM Take advantage of the training
opportunities Know your Agency Account
Manager Get involved and collaborate with your
colleagues
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Questions ???
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THANK YOU