The Magic of IS Project Management: Revealing the Masters Secrets

1. 1 The Magic of IS Project Management:Revealing the Masters� Secrets Kathy Schwalbe, Ph.D., PMP May 2, 2000 PDS 2000

2. 2 Expert Revelations on How to Succeed in Project Management

3. 3 Tricks to Avoid

4. 4 Examples from the Field

5. 5 Personal Secrets

6. 6 Expert Revelation #1: Alignment Projects are much more likely to succeed if they align to organizational needs and goals �Aligning information systems to corporate goals has emerged as the number one concern over the last five years in surveys of information systems executives�*

7. 7 Why Firms Invest in IT Projects*

8. 8 Trick to Avoid #1:

9. 9 Expert Revelation #2: Leadership The majority of characteristics of effective project managers are managerial in nature Project managers must be able to lead and manage and have necessary technical skills

10. 10 The Most Significant Characteristics of an Effective Project Manager*

11. 11 Trick to Avoid #2

12. 12 Expert Revelation #3:User Involvement The number one reason why IT projects fail is a lack of user input (CHAOS, 1995) There are several ways to increase user involvement Have users lead or co-lead IT projects Have a senior manager outside of IT sponsor and champion IT projects Put star users on the project team and co-locate users and developers Provide interim deliverables that users can understand on a regular basis

13. 13 Checklist for User Involvement* Do I have the right user(s)? Did I involve the users(s) early and often? Do I have a quality user(s) relationship? Do I make involvement easy? Did I find out what the user(s) need?

14. 14 Trick to Avoid #3:

15. 15 Expert Revelation #4: Senior Management Support Experts agree that you need senior management support for projects to be successful Senor management can (or cannot) provide: Adequate resources Quick approval for unique project needs Cooperation from people in various parts of the organization Mentoring on leadership issues

16. 16 What Helps Projects Succeed? Clear project mission Top management support Good project schedule/plan Good client consultation User involvement Executive management support Clear statement of requirements Proper planning

17. 17 Trick to Avoid #4:

18. 18 Expert Revelation #5:Clear Project Purpose Having a clear mission or purpose and a clear statement of requirements are crucial to project success It�s much easier to get project approval and lead a project if you understand the underlying reason for it, even if it the specs are not crystal clear

19. 19 Defining and Selling �Way Cool Projects�* Challenge 1: Futzing with the structure and specifics of a given task�until it becomes a �way cool project� Challenge 2: Selling that �way cool project.� Great project management�in the real world!�turns out to be mostly a sales game. I.e., getting all sorts of folks to support you, help you, give you their very best!

20. 20 Trick to Avoid #5

21. 21 Expert Revelation #6:Communications Being a good communicator is an essential project management skill Master project managers are great at listening, persuading, explaining, and discerning the best way to communicate with different stakeholders Project managers must be �astute�

22. 22 80% of Problems� �Eighty percent of the �problems� in workplace or personal relationships are really not problems�they are misunderstanding�* �I�ll pay more for a man�s ability to express himself than for any other quality he might possess.� Charles Schwab

23. 23 Trick to Avoid #6

24. 24 Expert Revelation #7:Plan and Replan Proper planning is key to project success; remember that the purpose of project plans is to guide execution Project plans must be tailored to the needs of each particular project Be flexible when changes occur and be ready to update plans accordingly

25. 25 Planning is a �Quadrant II� Activity* Using Stephen Covey�s time management matrix, quadrant II activities are important but not urgent Quadrant II activities include planning, prevention, relationship building, and recognizing new opportunities Highly effective people, including project managers, focus on Quadrant II activities

26. 26 Trick to Avoid #7

27. 27 Expert Revelation #8:Execute, execute, execute The most important job of a project manager is to get the job done Project managers must balance scope, time, and cost goals If you can�t deliver results, you can�t meet or exceed stakeholder needs and expectations

28. 28 Why CEOs (and Project Managers) Fail Bad execution is the main reason why CEO�s are �booted�* Bad execution means not getting things done, being indecisive, and not delivering on commitments A good plan, strong leadership, good communications skills, team building, etc. all help with execution

29. 29 Trick to Avoid #8

30. 30 Expert Revelation #9:Team Building Project managers must foster an environment for teams to thrive Some experts suggest Hand picking your project team Focusing on goals and outcomes to promote teamwork Establishing team-based rewards Creating a fun work environment Providing a quiet work space!

31. 31 Trick to Avoid #9:

32. 32 Expert Revelations #10:Structure Most people like and need structure to guide projects Using a clear and consistent approach to project management helps projects succeed

33. 33 Project Management Maturity Model* Ad-Hoc: Disorganized, chaotic project management (PM) processes; low success rate Abbreviated: Some processes in place, but project success is largely unpredictable Organized: Standardized, documented process and systems; more predictable success rate Managed: Management collects and uses measures of effectiveness of PM; more uniform success Adaptive: Feedback from the PM process and from piloting innovative ideas and technologies enables continuous improvement; success is the norm

34. 34 Trick to Avoid #10

35. 35 Example from the Field: Northwest Airlines� ResNet*

36. 36 ResNet Background ResNet is the main reservation system used today by Northwest Airlines From 1993-1997, Northwest Airlines worked on three distinct projects to develop and install ResNet on over 3,000 workstations in nine different cities ResNet was a huge success in terms of meeting scope, time, and cost goals and exceeding stakeholder expectations

37. 37 The Master�s Secrets on ResNet Alignment: The main reason for funding ResNet was to stop losing money on the call centers Leadership: Peeter Kivestu, then a marketing director, led all three ResNet projects User Involvement: Sales agents did a lot of the coding for the ResNet interface Senior Management Support: The VP of Reservations provided the vision for ResNet Clear purpose: Focused on increasing direct sales and reducing call handle time to save money

38. 38 The Master�s Secrets on ResNet Communications: Peeter and his team used varied, innovative ways to communicate Plan and Replan: The project team created and followed realistic plans Execute: The entire ResNet team focused on meeting project goals Team building: Peeter hand picked key team members and provided a fun work environment Structure: Everyone knew that milestone dates had to be met

39. 39 Peeter�s Expert Advice Have clear project goals. It is human nature to want to achieve goals Create a fun working environment to promotes buy-in, creativity, and teamwork. Use themes and special events to make projects fun and memorable Set realistic milestone dates and stick to them. Missing dates causes too much chaos

40. 40 Kathy�s Personal Secrets Have passion for your projects Provide challenge, creativity, and fun on IT projects along with structure Clearly define what the main stakeholders really mean; be astute Create an open, learning environment and mentor future project managers

41. 41 Final Thought: Remember that we all influence our future leaders!