Implementing a Project Management Structure

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Implementing a Project Management Structure

• Chris Gill
• Gonzaga University

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Introduction

• Standard caveats and excuses
• Objectives
• Describe what led GU to a PMO
• Describe the process we followed
• Review our tools and PM process
• Look at status and lessons learned
• How do we define project management?
• Why is it important?

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Some Background

• Organizational history
• Semi-autonomous units/silos
• Mutual distrust
• Lack of effective communication
• Physical separation
• Overlapping responsibilities with independent
  authority
• Turf/territory issues

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Some Background

• Other issues
• Growing demands/greater visibility
• Static/shrinking budgets (incl. staffing)
• Expectations
• Shorter cycles
• Changing organizational culture
• Need for better communication

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Some Background

• Other issues (contd.)
• Perception as roadblock
• High-visibility/impact crises

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Considering the Problem

• What exactly is the problem?
• How can it be resolved?
• What are the tradeoffs between solutions?
• How will changes affect the organization
  (culture, structure, etc.)

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Restructuring

• Larger context than PM
• Influenced by period of reflection
• Serendipity
• Goal was to maximize meaningful change and
  minimize disruption and FUD

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The Lay of the Land

• PMO of 1
• Employee longevity and independence
• Relationship-based processes
• Negative customer perceptions
• Expectation/resource misalignment

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The Long and Winding Road

• Project Management Team
• Moved straight to MS Project Server
• Fell back to more immediate needs
• Just what is a project manager?
• Who are project managers?
• Where to start?
• Reading, research, reflection
• Building the framework

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Project Process Flow

• Internally negotiated
• Potential project awareness
• Project/RFC decision
• Proposal development/approval
• Major vs. streamlined
• Detailed project analysis

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Project Process Flow

• Charter development/approval
• SLA development/approval
• Scheduling/Prioritization
• Implementation/documentation
• Communication during implementation
• Completion
• Followup

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Proposal

• Brief project description
• Outcomes
• Customer description
• Timing issues/Risks
• Relative urgency
• Costs/resources
• Alternatives (commercial, etc.)

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Proposal

• Timeline
• Support for strategic plan
• Departmental participation
• Interdependencies
• Key team members
• Approval

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Charter

• Full vs. streamlined
• Detailed project description
• Detailed objectives
• Stakeholders
• Scope
• Business case
• Technology

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Charter

• Implementation Costs detailed budget
• Ongoing costs
• Expectations (outline of SLA)
• Hardware/software requirements
• Staffing requirements
• Timeline/milestones
• Interdependencies

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Charter

• Communication plan
• Risk evaluation/management
• Issues identification
• Reviews
• Approval

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Service Level Agreement

• Service hours
• Availability
• Reliability
• Support
• Performance
• Functionality
• Change management

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Service Level Agreement

• Serviced continuity
• Security
• Printing, if needed
• Charging, if needed
• Service reviews
• Amendments
• Approvals

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Dynamic Documents

• All documents are dynamic and evolving
• Proposal supplement computer labs

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ProjMan

• Online project tracking and communication tool
• http//projman.gonzaga.edu
• Public web site
• Public Web Site

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The Good

• Finally, a process
• Internal communication
• Alignment of expectations and resources
• Shift decision-making, agreement and planning to
  front
• Sign-off/approvals

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The Bad

• Culture change
• We have chosen to go slow
• Still not really doing project management

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The Ugly

• Buy-in (everyone says we need it but no one has
  time to do it)
• Resistance
• (Not) Following the process
• Defining priorities
• Real project management
• Resource management/allocation
• Deadlines

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Lessons Learned

• Act short-term, think/speak long-term
• Meet your staff where they are
• Accept ambiguity
• SLAs and pre-approval are essential
• Keep moving forward
• Have a vision of where you want to go