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Top 10 Things Top 10 Things YourYour

Project Manager Project Manager Should Should

Be Telling YouBe Telling YouA TUSC PMO Presentation

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Top Ten Things you need to knowTop Ten Things you need to know

85% of a Project Manager’s time is spent

COMMUNICATING

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Top Ten Things you need to knowTop Ten Things you need to know

Communication Quality Not enough Information Too much Information Timeliness of Information

Communication Plan Setting Expectations Who gets what and when do they get it What are the key things you should know each week What key things should be monitored monthly How much should the delivery team know How much should the management team know Is it in writing?

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Typical vs CriticalTypical vs Critical

What is Typical to hear?

What is Critical to hear?

Analyze the types of communication in key project areas

Scope Risks Issues Cross Project Dependencies Budget Project Team Organizational Readiness

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Scope ManagementScope Management

Typical Scope Management Plan

What is in scope What is out of scope Log of scope changes

Critical#1 How much push back are you receiving on

scope?

#2 What is the overall impact on the original budget?

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Risk ManagementRisk Management

Typical Risk Management Plan

Quantification of risk Qualification of risk Mitigation plans Monitoring for new risks

Critical#3 How effective have the Risk Management &

Mitigation strategies been?

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Issue ManagementIssue Management

Typical Issue management process defined

Type, Owner, Status, Resolution Issue escalation process Weekly review of issues

Critical#4 How effective is the escalation process ?

What issues have been escalated Did escalation process help to resolve the issue Are there patterns to the types of issues needing escalation What types of issues are not being resolved

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Project DependenciesProject Dependencies

Typical Identify the dependencies within the project Project level - Critical Path awareness

Critical#5 What other projects have the ability to impact

this project’s success What is the critical path for the entire organization How are cross project dependencies tracked Who has the ability to resolve grid lock How are dependency-level conflicts resolved Is there an organizational level steering committee

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Budget ManagementBudget Management

Typical Overall Budget Weekly burn-rate (Actuals)

Critical#6 Budgetary view of Project progression

Actuals vs Budget – to –date Estimate at completion Earned Value

• Can it really be calculated• What level makes sense

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Team ManagementTeam Management

Typical Team roster Team turnover

Critical#7 How effective is the team

Internal Factors that contribute• Skill Sets, Personality Conflicts, Attitude, Stress Levels• Unrealistic deadlines• Frequent changes to requirements

External Factors that contribute• Travel & commuting issues• The right Tool for the job• Team Space & Meeting facilities

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QualityQuality

Typical Number of defects found in testing Number of defects found once in production

Critical#8 Quality of Deliverables

What is the Quality Management Plan• How is quality measured• How frequently is it measured• Are there patterns that identify quality issues

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Organizational ReadinessOrganizational Readiness

Typical Change Management Plan

Critical#9 How accepting is the organization to change

• How Effective is the Change Management Team• How much push-back is the organization providing

○ Excessive number of Scope changes○ High-levels of absenteeism ○ Delays in User Acceptance○ High-level of turnover

Change

Is a

Good

Thing

I

Love

Change

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Organizational ReadinessOrganizational Readiness

#10 How ready is the organization to support the program once it is in production

• Operational processes and monitoring○ Who will monitor process○ Who will monitor data○ What is the process for logging post-production issues

• Ongoing Maintenance○ Who will address post-production issues○ Who will be able to enhance application when business

rules change

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The Top The Top 10 10 in reviewin review

Critical Review Point

Project Initiation

* Project Execution

Project Closure

Scope Containment w/in Org Once Monthly

Scope Impact to Project Monthly Once

Risk Mitigation Effectiveness Once Monthly

Issue Escalation Effectiveness Monthly

Cross Project Dependencies Once Monthly Once

Project Cost Progression Monthly

Team Effectiveness Quarterly

Quality of Deliverables Once Monthly Monthly

Organizational Change Acceptance Monthly

Organizational Readiness Once Monthly Weekly

* Assumes a project timeline of 6 months or more.

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A TUSC PMO PresentationA TUSC PMO Presentation

Top 10 Things

Your Project Manager

Should Be Telling You

References: A guide to the Project Management Body of Knowledge, (PMBOK Guide). 3rd

Edition, Nov 2004. Project Management Institute, Pennsylvania, USA

Just Enough Project Management, Curtis R. Cook, McGraw-Hill, 2004

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Thank You