the princeton project office
TRANSCRIPT
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Project Management:Project Management: A Critical Skill for PrincetonA Critical Skill for Princeton
Presented by Hetty Baiz
Princeton Project Office
OIT, Princeton University
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BackgroundBackground
Multiple Projects Cross-functional Mutually Interdependent
Success and failure is no longer within the total control of that project.
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What’s A Project?What’s A Project?
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What’s A Project?What’s A Project?
A “project”
Will deliver – Business and/or technical objectives
Is made up of– Defined processes & tasks
Will run for– Set period of time
Has a budget– Resources and $’s
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What is Project Success?What is Project Success?
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What is Project Success?What is Project Success?
The 'Golden Triangle' of
Objectives
Time Cost
Project Success
Project success occurs when we have:
A delighted client (expectations met)Delivered the agreed objectivesMet an agreed budget - $, resources etc.Within an agreed time frame
and
Done it all professionally &without killing the team
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Why Do Projects Fail?Why Do Projects Fail?
Changing scope Insufficient planning No risk or issues management Poor communication Lack of commitment and responsibility by stakeholders
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ProjectAcademic &Business Units
Who Are Stakeholders?
Outside Groups(Vendors)
TeamMembers
InformationTechnology
Steering Committee
Clients & Users Senior Mgmt
InterdependentProjects
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Project ManagementA Maturity Model
seatseatof theof thepantspants
Success rate lessthan 30%
awaree
Success rate of 30to 45%
Success rate of 45to 75%
Success rate betterthan 75%
best practicebest practicebest practicebest practice
competentcompetent
seatseatofof
pantspants
awareawareaware
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Seat of Pants Seat of Pants
Projects happen without correct initiation– Planning is insufficient– Benefits are unknown– There is often inadequate buy-in
Communication is poor Interdependencies are not managed Standards, if any, are poorly defined or
unenforced.
Seat ofSeat ofpantspants
Success rate lessthan 30%
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AwareAware
Projects are formally initiated & plans endorsed but with varying standards and few disciplines
Methodology has been introduced Stakeholders support projects overall The number of projects is rationalized Projects are explicitly associated with
business planning
awareaware Success rate of 30To 40%
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CompetentCompetent
Methodology and standards are well established and supported Stakeholders understand and accept roles Discrete measures support good management Projects are set up and managed end-to-end Risks are clearly defined and controlled
competentcompetentSuccess rate of 45 To 75%
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Best PracticeBest Practice
Improvement programs are formal Good measurement enables optimization Level of confidence sees organization taking
on high risk projects successfully Respect and support of projects and project
managers
best practicebest practice Success rate better than 75%
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Why Should We Care?Why Should We Care?
To Increase the likelihood that projects will :
– be done on time and within budget– meet people’s expectations– be done well
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Project Office MissionProject Office Mission
To enable the successful implementation of OIT initiatives in a way that establishes a project management culture so that we deliver projects on time, within budget and with expected results.
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How?How?
Define a Princeton Project Management Methodology (PPMM)
Support and Mentor Offer Training Facilitation, Audit, Review
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P2K Project Office
Methodology
Consulting/Mentoring Education/Training
ContinuousImprovement
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Project Management ProcessProject Management Process
Initiation
Complete&
Assess
Tracking& Control
Reporting
Review
Planning
Initiation Plan
DetailedPlan
Status Report
PostProjectReviewReport
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Management TechniquesManagement Techniques
To increase the likelihood of project success you must manage:
Stakeholders Risks Issues Change
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How to Manage StakeholdersHow to Manage Stakeholders
A stakeholder is any person or group who, if their support were to be withdrawn, could cause the project to fail.
- Get them involved- Keep them informed- Gain their endorsement
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How to Manage StakeholdersHow to Manage Stakeholders
Identify stakeholders Involve in planning Establish expectations / accountabilities Formal communication Gain sign-off Change and issues resolution Project reviews Define project completion
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Risk ManagementRisk Management
What is “risk”?
Any factor capable of causing the project to go off track.
– Develop and monitor a Risk Plan
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Issues ManagementIssues Management
Unresolved issues will drive a project towards failure and consume a significant part of a project manager’s time.
Stakeholders play key role in issues management and resolution
- Establish Issues log, review, escalation process
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Change ManagementChange Management
Uncontrolled changes to a project will probably account for up to 30% of a project’s total effort.
If these changes are not managed, the project will be viewed to be over time and over budget.
- Establish a Change management process
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PPMM Summary OverviewPPMM Summary Overview The Process
– Initiation– Planning - Track/Control - Report - Review– Completion and Assessment
Management Techniques– Stakeholder Management– Risk Management– Issues Management– Change Management
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PPMM DeliverablesPPMM Deliverables
Project Plans Status Reports Audit & Review Report
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PPMM ToolsPPMM Tools
Office 2000– Word– Excel– Access
MS Project 2000
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For more information…...For more information…...
Call the Princeton Project Office at 8-6335
Send e-mail to [email protected] Visit our web site at…
www.princeton.edu/ppo
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Recommended Best PracticesRecommended Best Practices
Project Planning and Management
Follow proven methodologies Active Executive/Project Sponsor Identify / revisit “critical success” factors Document assumptions
– Business process change vs. customization
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Recommended Best PracticesRecommended Best Practices
Project Planning and Management
Have technical staff in place at start-up Plan for backfill Involve Steering Committee early Plan production support in central offices Plan for applying fixes Plan for “end of project” Plan for vacation/sick time
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Recommended Best PracticesRecommended Best Practices
Scheduling, Tracking and Control
Break large projects into phases (no > 18 - 24 months total)
Control phase “bleed over” Post phase assessments “Go/No Go” decision points Sponsor sign-off Review Scope periodically
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Recommended Best PracticesRecommended Best Practices
Scheduling, Tracking and Control
Building learning curve into plans Weekly team meetings Detail planning in 1-2 month segments Define and manage to “critical path”
– What’s important– Prioritize– Who, what, when
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Recommended Best PracticesRecommended Best Practices
Reporting
Establish monthly status reporting Hold monthly status reviews with key stakeholders
– Oral status reports are effective Keep users of system (middle managers) informed
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Recommended Best PracticesRecommended Best PracticesResourcing
Resource Plan Cross functional teams work Co-locate teams Projects are full time job Complete training before prototyping Have full team train together Leverage investment Build team spirit
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Recommended Best PracticesRecommended Best Practices
Managing Expectations
Communication Plan Make major policy decisions up front Don’t make promises to users up front Monthly status report and review Monthly / bi-monthly presentations Articles, web pages, newsletters Special communications from sponsor Focus groups, demos, town meetings
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Recommended Best PracticesRecommended Best Practices
Promoting the System
Focus Groups during gap analysis Demos for every user after first release Active Executive Committee showed support Town meetings to endorse system Major presentation to users “Pretzel stick” advertisement
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Recommended Best PracticesRecommended Best PracticesMethodology
Follow proven methodologies Consolidate methodology ( pre-kick off ) Functional reps go to all prototyping Use standard report formats Co-locate developer with tester (short term)
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Recommended Best PracticesRecommended Best PracticesManaging the Consulting Partner
Selection criteria should include– Ability to transfer knowledge– Help organize team– Follow proven methodology– Provide good implementation tools– Ability to form good working partnership– Higher Education experience– Work locally (near by or on-site)
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Recommended Best PracticesRecommended Best PracticesManaging the Consulting Partner
Take time to define contract– Terms and conditions / Statement of work (metrics)
Review by Legal, tech., bus., purchasing Veto power to select / reject resources Fixed price gives University more control Tie payments to acceptance of deliverables Review quality plans State that the University has methodology
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Recommended Best PracticesRecommended Best Practices
Managing the Consulting Partner
Form partnership - make part of team Have single point of contact Build one project plan Consultant defines phase objectives Build in reviews with decision points
– Meet expectations / Go-no go decision Plan for early transition of knowledge Implementation done by Princeton
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Recommended Best PracticesRecommended Best Practices
Managing the Vendor
Have single point of contact Include RFP responses / bind vendor to meet Cap maintenance fees (post impl. Phase) Don’t presume product works from day 1
– Fixes required? Review Quality Plans
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Recommended Best PracticesRecommended Best Practices
Managing the Vendor
Know package after prototyping (not sales) Include vendor milestones in project plan Build “decision points” into plan where tight vendor dependencies Have contingency plans in place
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For more information…...For more information…...
Visit our Web site at…
www.princeton.edu/ppo