managing multiple small projects - sandra rowe
TRANSCRIPT
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Managing Multiple Small ProjectsManaging Multiple Small Projects
Sandra F. Rowe, PMP, MBA, MSCISTrinity Information Services
May 1, 2009
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PurposePurpose
The purpose of thisThe purpose of this session is to provide you with the necessary k l d kill t lknowledge, skills, tools and techniques to effectively manageeffectively manage multiple small projects
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Session ObjectivesSession Objectives
Discuss the challenges associated with managing g g gmultiple small projects.Use a project management process and tools specifically designed for managing multiple smallspecifically designed for managing multiple small projects.Review leadership skills essential for managing p g gmultiple small projects.Discuss Best Practices for managing multiple small projectsprojects.
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Session OutlineSession Outline
Project Management OverviewProject Management OverviewMultiple Project EnvironmentMultiple-Project Management Process for Small p j gProjectsLeadership Skills for Managing Multiple Small Projects Best Practices for Managing Multiple Small ProjectsProjects
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K P j M TKey Project Management TermsProject – a temporary endeavor undertaken to create aProject a temporary endeavor undertaken to create a unique product, service or result.Program – a group of related projects managed in a coordinated way to obtain benefits and control not availablecoordinated way to obtain benefits and control not available from managing them individually. Programs may include elements of related work outside of the scope of the discrete
j tprojects or program. Portfolio – a collection of projects or programs and other work that are grouped together to facilitate effective management of that work to meet strategic business objectives. The projects or programs of the portfolio may not necessarily be interdependent or directly related.(PMBOK® Guide – Fourth Edition)
Copyright 2008 Trinity Health – Novi, Michigan INTERNAL5
( )
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P j t M t Lif C l PhProject Management Life Cycle PhasesInitiating Planning Executing Controlling Closingg g g C g C gDefine the project in terms of scope
Define the detailed requirements
Complete the work defined in the
Monitor ongoing project activities against project
Formally concludes all projectterms of scope,
high-level deliverables and costs
requirements and workplansfor the project
in the workplan
against project plans to identify potential variances and
h
project activities, including transition to
iensure that appropriate project action taken
operations
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Standards
Best Practices
ClosingPM
Tools
Standards
Controlling
PM Knowledge
Areas
Controlling
PM Processes
Planning
InitiatingLeadership
Initiating
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Scalable and AdaptableScalable and Adaptable
ScalableLevel of complexity of the processTime in using the processF f thFocus of the process
AdaptableKnowing how much process is required for o g o uc p ocess s equ ed oan individual projectKnowing which tools and techniques to apply to the projectto the project
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P j t SProject SuccessProject success can be defined delivering theProject success can be defined delivering the required product within scope, on time and within budget, while meeting quality and customer expectations
Time CostTime CostQuality
and C t e
S
CustomerService
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Scope
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What is a Small Project?What is a Small Project?
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Definition of a Small ProjectDefinition of a Small Project
Short in durationShort in duration10 or fewer team membersSingle objectiveg jNarrowly defined scopeSingle decision-makergStraight forward deliverablesFew interdependencies among skill areas
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Examples of Small ProjectsExamples of Small Projects
Developing a training courseDeveloping a training courseDeveloping a processImplementing a project officep g p jDeveloping documentsImplementing a purchased software applicationp g p pp
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Treating Assignments as ProjectsTreating Assignments as Projects
One person assignments can be managed asOne person assignments can be managed as projectsTreating assignments as projects allows more effort to be carried out in an efficient manner with better use of resources (Källman, & Williamson, 2002)
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What are some challenges i h i ll j ?with managing small projects?
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Challenges of Managing Multiple Small Projects
C i d tCommon resources are assigned to multiple projectsMany of your project team membersMany of your project team members are part-time resources to the projectTeam members are juggling prioritiesTeam members are juggling priorities
A challenge is a call to action. Respond to the call.A challenge is a call to action. Respond to the call.
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C R P j t F ilCommon Reasons Projects FailUndefined customer expectations pScope creepUnfamiliarity with the project management processStakeholders and impacted areas not involvedPoor leadershipPoor estimating techniquesPoor estimating techniquesOptimistic schedulingLack of fundinggLack of dedicated resourcesCompeting priorities
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Problems from not Using Project Management
Failure with a small project is viewed worse than with a big one (Fuezery, 1998)
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Key Project Management DocumentsKey Project Management Documents
Project RequestProject RequestProject CharterWork Breakdown Structure (WBS)Work Breakdown Structure (WBS)Deliverable ListProject Schedule
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Project DescriptionProject Description
Project #3Procedure Manual
Project #2
Project #3
Project Mgt Process Pres
Project #1
Project #2
Software Dev Project
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PROJECT CHARTER
Project Name: Project Management Process Presentation Goal: All projects are planned, managed and evaluated using best-in-class project
management methodologies and tools. Objectives: Develop a presentation to communicate a new project management process to
the project management office staff. Stakeholders: Sponsor – Name, Corporate Project Management Office Director
Primary – Project Managers Primary – Project Team Members
In Scope:
Out of Scope:
Project management initiation and planning processes
Project management execution, controlling and closing processes, project development process, project management tool
Major Deliverables:
1. Project Management 2 PM ProcessesDeliverables: 2. PM Processes 3. Presentation Materials
Assumptions: 1. The project managers will use the process 2. The remaining processes will be developed and communicated to the PMs
Constraints: 1. The presentation can be no more than three hours 2 Th t ti t b d li d b J 302. The presentation must be delivered by June 303. Priority conflicts of the Project Manager
Risk Factors:
Approval: ______________________________________________________________
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Work Breakdown Structure
• Work Breakdown Structure (WBS) A deliverable-(WBS) – A deliverable-oriented hierarchical decomposition of the work to be executed by the
j t t t li hproject team to accomplish the project objectives and create the required deliverables. It organizesdeliverables. It organizes and defines the total scope of the project.
• Work Breakdown Structure C t A t iComponent – An entry in the work breakdown structure that can be at any level.
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(PMBOK® Guide – Fourth Edition)
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Software Development Project (#1)Deliverable List
Software Development Project (#1)
WBS Activity/Deliverable1 Definition
1 1 Project Scope1.1 Project Scope2 Analysis
2.1 Business Requirementsq2.2 System Requirements3 Design
3 1 C l D i3.1 Conceptual Design3.2 Detailed Design
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Portfolio of Related ProjectsPortfolio of Related Projects
Consists of projects of a similar typeShares resourcesPortfolio management is used to help achieve an acceptable return on investment by selecting the right mix and balancing the resourcesright mix and balancing the resourcesFailure or success of one project may impact the other projectsp j
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Portfolio of Unrelated ProjectsPortfolio of Unrelated Projects
Multiple projects assigned to a project managerMultiple projects assigned to a project managerConsists of some related projects in addition to ad hoc projects and assignmentsad hoc projects and assignmentsFailure or success of one project does not greatly impact the other projectsp p jProjects are combined in the project manager’s portfolio
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Portfolio Management for Unrelated Projects
Project portfolio management is concerned with j p gselecting and prioritizing projectsThe focus is on controlling the flow of the workTh l f tf li t i t ffi i tlThe goal of portfolio management is to efficiently plan and control an individual portfolio of multiple projectsp jUsed to help the project manager obtain efficiencies with the use of resources, especially time
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Project CategoriesProject Categories
Used in a multi-projectUsed in a multi-project environment to organize project information
•Training•Technology
Refers to the area, application or kind of work being done
gy•Strategic•MaintenanceB i PProjects in the same category
have a similar lifecycleCategories can also be further
•Business Process
Categories can also be further divided into sub-categories
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Project PriorityProject Priority
Project priorities are often assigned basedProject priorities are often assigned based upon urgency, delivery date or dependencies with other projects p j
How do you set priorities?What are your priority drivers? y p y
Project priorities: high, medium, low
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Multiple Project Summary (1 of 2)Multiple Project Summary (1 of 2)
A spreadsheet view of high level project informationA spreadsheet view of high-level project information
Project ID 2
Project Name Software Development Project
Priority High
Category Technology
Completion Date 11/30/08Completion Date 11/30/08
Status On Schedule
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Multiple Project Summary (2 of 2)Multiple Project Summary (2 of 2)
A spreadsheet view of high level project information
Project ID Budget
A spreadsheet view of high-level project information
Project NamePriorityC
Estimated Completion DateHigh Level DeliverablesCategory
Objectives
High Level DeliverablesStatus
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Multiple Project Management ProcessMultiple Project Management Process
1 Develop a single project plan for each1. Develop a single project plan for each individual project
2 Incorporate individual project plans into a2. Incorporate individual project plans into a multi-project plan
3 Execute and control the multi-project plan3. Execute and control the multi-project plan
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Multiple Project ReportsMultiple Project Reports
Multiple Project ScheduleMultiple Project ScheduleMultiple Project Timeline (Integrated Gantt Chart)Chart)Multiple Project Risk PlanM lti l P j t St t R tMultiple Project Status ReportMultiple Project Calendar
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Multiple Project ScheduleMultiple Project Schedule
ID WBS TaskName Start Finish A il M JID WBS Task Name Start Finish
1 1 Software Development Project 4/1/08 5/30/082 1.1 Definition 4/1/08 4/14/083 1.1.1 Project Scope 4/1/08 4/14/08
3/30 4/6 4/13 4/20 4/27 5/4 5/11 5/18 5/25 6/1 6/8 6/15 6/22 6April May June
4 1.2 Analysis 4/15/08 5/30/085 1.2.1 Business Requirements 4/15/08 4/30/086 1.2.1 System Requirements 5/1/08 5/30/087 2 Project Management Process Presentation 4/1/08 5/30/088 2 1 PM P & T l 4/1/08 5/30/088 2.1 PM Processes & Tools 4/1/08 5/30/089 2.1.1 Initiation 4/1/08 4/30/0810 2.1.2 Planning 5/1/08 5/30/0811 3 Operational Readiness 4/14/08 6/30/0812 3 1 Training 4/14/08 6/30/0812 3.1 Training 4/14/08 6/30/0813 3.1.1 Training Plan 4/14/08 4/25/0814 3.1.2 Training Development 4/28/08 6/13/0815 3.1.3 Training Delivery 6/16/08 6/30/08
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Risk PlanningRisk Planning
1. Identify risksy2. Determine probability of
occurrence – low, medium, highD t i i t l di Risk is an uncertain
3. Determine impact – low, medium, high
4 Prioritize risks – low, medium, high
Risk is an uncertain event or condition that if it occurs has a negative effect on a
j t bj ti4. Prioritize risks low, medium, high5. Develop risk response plan
project objective.
Risk management is the systematic process of y pidentifying, analyzing and responding to project risk.
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Multiple Project Risk ManagementMultiple Project Risk Management
Identify the risk level for each projectIdentify the risk level for each projectDefine risk responsesIdentify where risks overlap among projectsIdentify where risks overlap among projectsIdentify responses that serve multiple projectsD l M lti l P j t Ri k RDevelop a Multiple Project Risk Response Register
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Multiple Project Risk RegisterMultiple Project Risk RegisterProject No. & P
R iI
R iPriority(P I)
IDNo.
Name
Description
Rating Rating (P x I)
1 2 PM Process Presentation
Risk Description: An SME is assigned full time on another project and may not be available to attend team meetings,
High High High
which could delay the completion of the project. Risk Response: The project manager will schedule separate meetings with the SME and assign the development activities to another resource.
St tStatus:
2 1 Software Development Project
Risk Description: The technical design may not be completed on time.Risk Response: Add more resources during development
Medium High Medium
Status:
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Management vs. LeadershipManagement vs. Leadership
Managers LeadersInnovateTrust
Managers• Administer• Rely on control Trust
Have long-term viewsEye the horizon
• Rely on control• Have short-term views• Eye the bottom line
Focus on peopleCommunicateOriginate
y• Focus on structure• Command
OriginateDo the right thing• Imitate
• Do things right
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LeadershipLeadership
“Leadership can be defined as a style of behaviorLeadership can be defined as a style of behavior designed to integrate both the organizational requirements and one’s personal interests into the
it f bj ti ”pursuit of some objective”
“L d hi i th it d ill t ll d- Harold Kerzner, PhD
“Leadership is the capacity and will to rally men and women to a common purpose and the character which inspires confidence”inspires confidence
- Bernard Montgomery, Field Marshalg y
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A Leader...A Leader...
1. Can create, nurture and communicate a vision2 Has the capacity and the willingness to balance2. Has the capacity and the willingness to balance
courage with consideration3. Can coach and empower a teamp4. Can collaborate with others5 has the ability to maintain a winning attitude5. has the ability to maintain a winning attitude6. is comfortable with ambiguity
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A Leader...A Leader...
7. Is decisive and persistent8. Is both giving and forgiving9. Can add value10. Is a knowledge seeker11. Can take the initiative12. Can laugh and has a sense of humor13. Demonstrates good character
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CharacterCharacter
“Your character determines who you are, who you are determines what you see, what you see determines what you do ”see determines what you do.
“Ch t i th i d ti ti t dJohn C Maxwell“Character is the inward motivation to do what is right in every situation.”An effective leader has good character
- John C. Maxwell
An effective leader has good character
- Tom Hill
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L d hi Ch i iLeadership CharacteristicsCompassionCreativity CompassionCreativity
DecisivenessDiligenceDiscernmentFlexibility DiscernmentFlexibility
ForgivenessInitiativeOrderlinessPatience OrderlinessPatience
PersuasivenessResponsibilitySelf-Control
ToleranceResponsibilitySelf Control
SensitivityIntegrity
Thoroughness
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Project Managers as LeadersProject Managers as Leaders
The traditional view of project p jmanagement emphasizes that both technical and management expertise is required of project
Project Leadership Responsibilities
p q p jmanagersThe primary role of project managers is to provide a
•Know and develop yourself
•Know your projectK d d l managers is to provide a
leadership focus on their projects
•Know and develop your team
•Communicate, Communicate, ,
Communicate
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Leading by InfluenceLeading by Influence
Earn the trust and respect of your team by havingEarn the trust and respect of your team by having good characterCreate and communicate the project visionp jBecome proficient at performing your responsibilitiesR d idl t j t t k h ldRespond rapidly to project stakeholdersCoach and develop project team members and delegate project responsibilitiesde ega e p ojec espo s b es
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Essential Leadership SkillsEssential Leadership Skills
Problem solvingProblem solvingDecision makingPriority settingy gTake the initiativeAccept responsibilityp p yAbility to focus
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The Power of FocusThe Power of Focus
Focus affects perception andFocus affects perception and performanceFocus provides clarity
Defining project outcome/visionStaying on track
Focus on the activities that will help you to achieve project objectives
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Multi-TaskingMulti Tasking
What is multi tasking?What is multi-tasking?Working on multiple concurrent projectsPerforming both operational activities as well as project work
Outcomes of multi-taskingGood – can be used to take advantage of projectGood – can be used to take advantage of project downtimeBad – if it forces constant movement among projects
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Time ManagementTime Management
1. Create monthly weekly and daily priority lists (To1. Create monthly weekly and daily priority lists (To Do Lists)
2. Plan every day in advance3. Organize your work space4. Use a document management system5. Set priorities 6. Do the most difficult task first
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Time ManagementTime Management
7. Conquer procrastination7. Conquer procrastination8. Focus on results9. Develop systems that work for youp y y10. Work according to your temperament11. Allow a little time for the unexpectedp12. Eliminate wasteful activities13. Choose to be positive
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Leadership ConnectionLeadership Connection
Take the initiative to develop an individualTake the initiative to develop an individual portfolio for unrelated projectsStress the benefits achieved for applying the pp y gmultiple project toolsUse multi-tasking to your advantageg y gFind a system that works for you
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Wh b iWhat are some best practices for managing multiple small g g pprojects?
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Best Practices for Managing Multiple Projects
Consistently use a project management processConsistently use a project management process and tools for a individual projectsEnsure that risk planning occurs twice—first p gwhile planning the individual project and then again during multiple project planningIncorporating more discipline increases your chances for success
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PROJECTSUCCESS
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Questions?Questions?
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Contact InformationContact Information
Sandra F Rowe PMP MBA MSCISSandra F. Rowe, PMP, MBA, MSCIS
sandrarowe@comcast [email protected] 376-0991