Improving Project Management Processes:

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Improving Project Management Processes:

Lessons Learned Along a Bumpy Road to Success

Robyn Plouse & Mark BrodnikIntel Corporation

TMG03



Agenda

• Background • Speed Bumps & Adjustments• Key Learnings



Background• Environment

– Large IT organization• 2500 employees; later merged to 5000+• Over 220 PMP’s

– IT wide improvement effort started in 2004• Goals:

– Improve the quality of our products, especially high risk projects

• Initial Results:– Rigid, complicated processes



Speed Bump #1: Process Development by Committee

• ISSUE: – Initial processes developed by org reps over long phone meetings– Too many participants– Not all participants had needed content knowledge, some were

more vocal than others…however ALL had approval authority• IMPACT:

– Large, detailed processes that weren’t applicable to all areas of the business. Therefore, the processes were not applicable to anybody.

– People had to work around the processes to get their jobs done.



Adjustment: Process Simplification I

• SOLUTION: – Reduced number of customer reps and selected new

reps based on expertise– Got together for off site FTF meeting

• RESULT:– Highly collaborative effort that allowed for very rapid

decision making and development of the processes– Process complexity was reduced



Process Simplification Example



Old vs New Document SizesDocument Old Size New SizeHigh Level Requirements Process 9 pages - 7 steps 4 pages – 5 stepsDetailed Requirements Process 11 pages – 6 steps 4 pages – 5 stepsHigh Level Requirements Template 10 pages 2 pagesDetailed Requirements Template 14 pages 6 pagesScope / Schedule / Resource Process 29 pages – 17 steps 5 pages – 8 steps

Project Plan + supporting docs 4 documents 1 spreadsheet

Baseline Change Control 6 pages – 13 steps 5 pages – 9 steps



Speed Bump #2: Narrow Focus• ISSUE:

– Focus entirely on software projects– Very detailed processes mandated specific tools

and techniques• Most work moving to packaged software (SAP)• More project types were non-software related• Remember, this was newly formed org of 5000+

people• IMPACT:

– Processes only good for a certain aspect of the business

– Non-Software projects had their own processes



Adjustment: A Broader Range of Projects

• SOLUTION:– Common / Core Project Management Tasks

• Reduced process and generic Project Plan template– Applicable to ALL project types

• Only tool requirement is MSPS– Essential Requirements tasks

• Less focus on prescribed techniques• More focus on reviews and approvals

– Change Control• Simpler process with more generic terminology

• RESULTS: – Entire IT organization adopted same PM processes



Speed Bump #3: One Size Fits All?• ISSUE:

– Most projects thought to be medium to large in size and scope

• Processes, templates & tools built to fit this type of project effort

– Data later showed most projects were small to medium in size

• IMPACT: – Processes too big for most projects

• Too much paperwork• Too much to read• Too many roles



Adjustment: Small Projects• SOLUTION:

– Proof of Concept• Identify non value add items• Define “What is a Project”

– Process Flexibility & Tools Release 1 results• Simplified Project Plan template• Encouraged, but not required to use MSPS

• RESULTS:– Very broad acceptance (Happy PM’s)– Measures available for small projects



Speed Bump #4: Processes are hard to use• ISSUE:

– Survey of IT PM’s showed overwhelming issue with usability of processes

– PM’s can’t find all the information they need

• IMPACT:– PM’s doing the work the way they have always done it

and then just filling out the process templates as paperwork (not adding value)



Adjustment: Process Flexibility• SOLUTION:

– Redeveloped process architecture from the users perspective

• 1 page Job aids, not multi-page process documents• Short e-learning courses, not long instructor lead sessions

– Simplified website, better search capability• RESULTS:

– Very broad acceptance (Happy PM’s) AGAIN!– Process collateral more maintainable for the PMO



Speed Bump #5: PM Basics

• ISSUE:– Project Managers viewed as administrators, not

project leaders– Programs had no consistent methods– Project charter process haphazard

• IMPACT:– Frustrated Project Managers– Unclear scope

Bring Me A Rock!



Adjustment: Program/Project Management Basics

• SOLUTION:– CIO support for PM as CEO of the project– Program launched to encourage PMP certification– Formalized Program Management framework– Principle Program Manager career track– Encourage PMI Global Congress attendance– IT wide PM Learning Forum

• RESULTS:– Project Managers have been empowered – single point

of control– One of first PgMP’s from Intel IT



Principle Program Manager

• Enhanced career path for senior program managers with a proven track record of successful program delivery

• Role model for program management– Prestigious title– Top position in the PM Career Track– Recognized across Intel as our experts



Speed Bump #6: Give me your data, Please!• ISSUE

– “What gets measured gets done, what gets measured and fed back gets done well, what gets rewarded gets repeated.” – John E Jones

– PM’s not used to collecting consistent measures

• IMPACT– No consistent data to guide projects or management



Adjustment: Metrics

• SOLUTION:– Single PM status tool and

Core set of project measures• Planned & Actual Milestone dates• Effort tracking & Resource Management

– Core set of reports

• RESULTS:– Ability to drive improvements

through data analysis



Focus on Agility

• Shorten projects and meet commitments

Average Project DurationSteadily Decreasing



Bumpy Road Key Learnings

• Select experts from key business areas for process improvement

• Know what you are trying to fix before you start

• Keep it simple! Less is more. – Better to risk being to simple than too complex

• Make process information easy to find, understand and use.



More Key Learnings

• Let the expertise of your PM’s shine.– Encourage individuals to develop skills– Provide career growth

• Define metrics to drive the behaviors you want to encourage



Q&A



Session TMG03

Improving Project Management Processes:

Business

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