Title: PDD: Project Management Today
1PDD Project Management Today Tomorrow
- Doug Forsell, PMP
- HomeNet Communications, Inc
2Project Management Today Tomorrow
- Where are we today?
- Why should we change?
- Where do we want to be tomorrow?
- Who is involved?
- How do we get there?
- When will we arrive?
3I. 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
4I. 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- Operating on assumptions that are no longer valid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
5II. 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
6II. Why Change
- Experiencing any of the following?
- Budget overruns
- Schedules not being met
- Constant scope creep
- Unhappy customers
- Poor quality
7III. Where do we want to be tomorrow?
- Ability to deliver what was agreed upon. On
time, on budget while ensuring exceptional
customer satisfaction.
8III. 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
9III. 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.
10III. 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
11IV. 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
12V. 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)
13V. 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
14Essence of Project Management
Cost
Schedule
Scope
15Essence of Project Management
Cost
Schedule
Customer Quality
Scope
16Essence of Project Management
Customer Quality
17Essence of Project Management
Cost
Schedule
Customer Quality
Pragmatism
Scope
18V. 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
19V. 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
20V. 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
21V. How do we get there?
- Schedule
- High-level schedule milestones
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23V. How do we get there?
- Compose a financial plan
- Financial model with assumptions
- Capital resources
- Human resources
- Time
- Highlight financial benefits
24V. 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
25V. 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
26V. 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
27V. 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
28VI. 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.
29Next Steps
- Educate yourself about project management
- Join PMI
- Attend PMI monthly chapter meetings
- Become PMP certified
- Read project management publications
30Next 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
31Questions
- Doug Forsell
- dforsell_at_homenet-usa.com