PDD: Project Management Today

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PDD Project Management Today Tomorrow

• Doug Forsell, PMP
• HomeNet Communications, Inc

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Project Management Today Tomorrow

1. Where are we today?
2. Why should we change?
3. Where do we want to be tomorrow?
4. Who is involved?
5. How do we get there?
6. When will we arrive?

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I. Where are we today?

• Organization maturity
• At what level does the organizations Capability
  Maturity Model (CMM) operate?
• 51 reported ERP implementation unsuccessful 1
• 61 reported failed IT projects2
• Organization Culture
• Identify the organizations acceptance to the
  rate of change.

1) Robbins-Gioia Survey 2) The KPMG Canada Survey
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I. Where are we today?

• How did we get here?
• Analyze changes in leadership, players, market
  share/shifts, costs, or competition
• Inventory current project processes
• Operating on assumptions that are no longer valid
• Summarize the current situation

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II. Why Change

• Encountered?
• Conflict due to poor communication
• Team unsure of roles responsibilities
• Do not understand why project management provides
  a path for success
• Required to justify timelines

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II. Why Change

• Experiencing any of the following?
• Budget overruns
• Schedules not being met
• Constant scope creep
• Unhappy customers
• Poor quality

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III. Where do we want to be tomorrow?

• Ability to deliver what was agreed upon. On
  time, on budget while ensuring exceptional
  customer satisfaction.

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III. Where do we want to be tomorrow?

• Benefits of PMI structured project management
• Increased resource utilization
• Forecast budget with confidence
• Accomplish more work over the same period
• Complete work as scheduled

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III. Where do we want to be tomorrow?

• Understanding Project Management
• The foundation of PMI structured project
  management is derived from empirical knowledge
  and utilizes traditional practices widely
  accepted and applied
• Project management is the application of
  knowledge, skills, tools, and techniques to
  achieve project requirements.
• Project management is accomplished through the
  use of the processes initiating, planning,
  executing, controlling, and closing.

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III. Where do we want to be tomorrow?

• Understanding a Project
• A project is unique, temporary, and consists of
  progressive steps toward closure
• Operations are ongoing repetitive

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IV. Who is involved?

• Roles Responsibilities
• Define at beginning of project
• Ensure acceptance of RR
• Engage All Stakeholders
• Stakeholder Anyone with a vested interest the
  outcome of the project.
• State expectations about resources allocated to
  project

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V. How do we get there?

• There are many ways to complete the work, but
  there is only one way to be successful the right
  way!
• Follow established guidelines / industry proven
  practices
• PMI (Project Management Institute)
• PMP (Project Management Professional)
• CMM (Capability Maturity Model)

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V. How do we get there?

• Create a clear vision statement of project
  management for the company
• e.g. Ability to deliver what was agreed upon. On
  time, on budget while ensuring exceptional
  customer satisfaction while enabling the most
  efficient use of resources
• Define practical short long-term objectives for
  implementation of a project management approach

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Essence of Project Management
Cost
Schedule
Scope
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Essence of Project Management
Cost
Schedule
Customer Quality
Scope
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Essence of Project Management
Customer Quality
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Essence of Project Management
Cost
Schedule
Customer Quality
Pragmatism
Scope
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V. How do we get there?

• Requirements Definition (Scope)
• Technology requirements
• Personnel requirements
• Resource requirements
• External requirements
• Products/services/technology required for
  purchase from outside company

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V. How do we get there?

• Requirements Definition (Scope)
• Capture requirements in three stages
• Project Proposal 10,000ft
• High-Level Definition 1000ft
• Low/Detail-Level Definition 1ft

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V. How do we get there?

• Schedule
• Determine the phases of the project
• Determine a representative for each phase
• Determine beginning, middle, end of each phase
• Set check points for each phase

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V. How do we get there?

• Schedule
• High-level schedule milestones

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V. How do we get there?

• Compose a financial plan
• Financial model with assumptions
• Capital resources
• Human resources
• Time
• Highlight financial benefits

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V. How do we get there?

• Identify roadblocks of project management
• Isolate issues needing short-term resolution
• Isolate issues needing long-term resolution
• State consequences of decision delay
• Obtain upper management support
• If seeking funding, state why

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V. How do we get there?

• Establish a Reporting Plan
• High-level overview of progress against schedule
• Ahead in what areas
• On-track in what areas
• Behind in what areas
• Unexpected delays or issues
• Financial data

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V. How do we get there?

• Define goals
• Define objectives (S.M.A.R.T.)
• Specific, Measurable, Attainable, Realistic,
  Time-based
• Hold a kickoff meeting
• Develop project plan
• Communication plan
• Identify risks of project
• Determine risk mitigation strategy

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V. How do we get there?

• Project Closure
• Host meeting
• Identify what worked and what did not
• Request attendees to be candid
• Record lessons learned (scribe)
• Turn over meeting to neutral facilitator leave
  room

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VI. When will we arrive?

• Journey, not a destination
• Following structured processes evolves the
  organization to a higher CMM level
• Each project implementation is a stepping stone
  towards improved project management
• Project management approach is proven over time
  through results. Projects will be on time on
  budget.

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Next Steps

• Educate yourself about project management
• Join PMI
• Attend PMI monthly chapter meetings
• Become PMP certified
• Read project management publications

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Next Steps

• Educate your company about Project Mgmt
• Discuss advantages with management
• Publish information in company newsletter
• Host user groups
• Host meetings discussing project management

FOR MORE INFO...
www.pmi.org www.pmi-honoluluchapter.org
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Questions

• Doug Forsell
• dforsell_at_homenet-usa.com