1 / 72

Getting Started

Project Management Lollapalooza. Getting Started. Jeff Burns, Assistant Director of Development & Implementation, Pittsburg State University, Pittsburg, KS Barbara Herbert, Assistant Director of Project & Process Management, Pittsburg State University , Pittsburg, KS.

alden
Download Presentation

Getting Started

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Project Management Lollapalooza Getting Started Jeff Burns, Assistant Director of Development & Implementation, Pittsburg State University, Pittsburg, KS Barbara Herbert, Assistant Director of Project & Process Management, Pittsburg State University, Pittsburg, KS

  2. “Every minute you spend planning will save you 10 minutes in execution; this gives you a 1,000 percent return on energy.” Popular quote by Brian Tracy, a self-help author and motivational speaker

  3. Why We Went to Project Management? • We were facing: • development in silos • similar development occurring with no collaboration, sharing of resources or tools • poor communication • persistent scope creep • never really finished • no central management of incoming requests

  4. Why Project Management? • Goals in restructuring: • all requests run through a defined project management methodology • development accountable to defined timelines • maximize collaboration • cross-training of developers • standardized documentation process

  5. What is a project? More than a week of work, several people involved, cross department Something totally new Enhancement or new functionality New or large support issues (time or resources) Data issues are support, program issues are projects Range of impact An issue from an existing program How does it affect productivity or scope? If now it would be support. A project is a temporary endeavor undertaken to create a unique product, service, or result.

  6. Project Management Resources • Project Management Institutewww.pmi.org • Educause • Project Management Constituent Group • Peer institutions • Training • Books

  7. Early Goals • Mock up a process • Test and modify • Be open to feedback from anyone involved (managers, clients, developers, etc.) • Determine what was a project and what was routine support

  8. First Steps • Sponsor/decision maker • Requested date of completion • Purpose • Mission/Scope • Milestones • Touchpoints • Deliverables • Project team members

  9. Ranking Criteria

  10. What is Project Management? • Not a tool, but a process • Living, breathing being • Whatever you want it to be!! (within reason)

  11. Questions?Please visit us at the table discussion.

  12. Project Management Basics: Building Your Toolbox Ericka Mendez BobbyJo Morse • Senior Project Manager bobbyjo@uwm.edu Project Manager emmendez@uwm.edu

  13. VS

  14. Components of a Successful Project • Communication • Scope • Clear roles and responsibilities • Team members are accountable • Clearly defined project goals and deliverables • Defined project end date and transition to operations

  15. UWM Project Management Toolbox • Project Charter • Requirements Definition • Communication Plan • Activity List and Schedule • Close-out Report

  16. PM Lollapalooza Gathering Business Requirements: De-mystifying the Process George Watson, PMP – University of Wisconsin-Madison March 19, 2013

  17. Important Announcement It does not matter how well you manage the project – if you are doing the “wrong” project! Requirements Matter!!!

  18. Definitions of a Requirement PMI – Project Management Institute A condition or capability that must be met or possessed by a system, product, service, result, or component to satisfy a contract, standard, specification, or other formally proposed document. Source - (PMBOK) 4th Edition IIBA – International Institute of Business Analysis A condition or capability needed by a stakeholder to solve a problem or achieve an objective. A condition or capability that must be met or possessed by a solution or solution component to satisfy a contract, standard, specification, or other formally imposed documents. A requirement may be unstated, implied by other requirements, or directly stated and managed.Source: (BABOK) Guide Version 2.0

  19. Gathering Requirements is Challenging The Requirements Maze…. The American “Trap” • We want it Now • We have an urge to improvise • We pursue the impossible • We insist on choice • We are convinced newer is better Adapted from - The Stuff Americans Are Made Of, Joshua Hammond

  20. Requirements – The Moving Target

  21. Tires – Are Requirements the Same? “Airless” Tire Source - University Communications – UW-Madison

  22. Sample Questions (Voice of Customer) • What frustrates you most about the current tires? • What aspects of the current tires do you strongly recommend we change? • What features would a perfect tire include? • What job(s) do you need perform with these tires? • What measurable outcome(s) do you hope to accomplish with these tires?” • What solutions would you like to share? • Note: You can exchange “tires” with your product/service. Gathering Business Requirements – UW- Madison

  23. Prioritizing Requirements • Must have, should have, nice to have… • The Shopping Spree – Each feature is assigned a price and each person is given a pre-determined amount to money to distribute over the features. • Affinity Ranking – All requirements are posted and each participant is asked to place dots next to their preferences. • Forced Pair – All requirements are compared against all other requirements in a pair using a ranking matrix. • Spreadsheet-based decision matrices with weighted attributes • QFD (Quality Function Deployment) – Technique to identify and convert the most crucial customer needs into step-by-step procedures Adapted from - Determining Project Requirements, Hans Jonasson; and Gathering Business Requirements – UW-Madison

  24. Gathering Requirements: The Cheat Sheet

  25. Thank You! A Few Closing Thoughts.. The whole goal is to have fun with the problems. That is when you start seeing results. James Loehr • The Mars’ Pathfinder – Requirements & Results • A fixed price contract for $196 million – 44 months from start to touchdown • A 300,000,000 mile trip – seven months – arrived within seconds of schedule • Entered the Mars’ atmosphere at 16,400 mph • The parachute opened at mach 2.2 • Landed on Mars’ surface at 35 mph and bounced 50 feet and kept bouncing until grounded • It was expected to operate for 30 days – it lasted 3X longer • (Adapted from The Mars’ Pathfinder - Price Pritchett) George Watson, Ed.D., PMP University of Wisconsin-Madison gwatson@wisc.edu

  26. Building a Project Management Communications Plan Project Management Lollapalooza Paula Brossard, IT Infrastructure Project Manager Wendy Luljak, Senior IT Communications Strategist

  27. Build it… And they will come.

  28. Not unless they know… What it is Who it’s for What it’s for What it’s not for How to use it How not to use it When to use it When not to use it Where to find help

  29. Project Management: Communicationsis KEY And the time to start is at the beginning when the project is in its infancy…

  30. Role of the communications lead: Provide customer-perspective Identify key stakeholders Develop & direct a communications plan

  31. Phase 1: Initiating Customer-level “gut check”

  32. Phase 1: Initiating • Service proposal • Project charter Communications: ► Why is this happening? ►Who will benefit? ►How?

  33. Phase 2: Planning • Project team formed • Requirements gathering • Activities & schedule developed Communications Plan: ►Who will be notified? ►When? ►Why? ►How? ►By whom?

  34. Phase 3: Executing & Controlling • Project updates • Change management activities • Service launch Communications: ►Impact ►Progress ►Delays ►Preparation

  35. Phase 4: Closing • Final team meeting • Service portfolio entry • Archived documents • Final report to sponsors • Transitioning Communications: ►Wrap-up (lessons learned) ►On-going consistency

  36. Why have a communications lead from the onset? • Customer-centric approach to service design • Comprehensive stakeholder lists • Right messaging at right time using right media and channels • Opportunity to manage expectations

  37. A project communications lead is more than just the messenger. A communications lead is a partner to help ensure project success.

  38. Portfolio Management Roadmap for Organizational Optimization Mark N. Goedert – University of Illinois at Chicago Cynthia Cobb – University of Illinois AITS

  39. Agenda Portfolio Management Definition Portfolio Management Activities Maturity Model Lessons Learned

  40. Portfolio Management Defined • A portfolio is a collection of projects and other related work that is grouped together to facilitate effective management of that work in order to meet strategic business objectives.

  41. Portfolio Management Benefits • Matches IT spending with strategic priorities • Provides clear set of priorities for approved projects • Provides a manageable workload for project resources • Answers the question: What are we working on?

  42. Portfolio Management Activities • Proposing, selecting and prioritizing projects • Scheduling and managing resources • Monitoring and controlling the portfolio

  43. Portfolio Management Foundation • Effort Categorization • Time Reporting • Project Definition and Inventory • Ownership

  44. Proposal, Selection and Prioritization • Goals • Support strategic plan of organization • Buy-in on project selection • Objective assessment of projects • Process • Ideas gain sponsorship • Proposals matched to strategic plan • Proposals reviewed and approved • Projects prioritized

  45. Proposal, Selection and Prioritization • Tasks • Facilitate creation of evaluation criteria • Provide assistance with proposal creation • Facilitate proposal selection • Provide tools and reporting • Challenges • Estimating cost and benefit • Keeping up with incoming proposals • Communication and transparency

More Related