Project Managment File

8/4/2019 Project Managment File

1/56

This is the html version of the filehttp://www.nercomp.org/data/media/Project%20Management%20SIG.Fischer.ppt.Google automatically generates html versions of documents as we crawl the web.

ProjectManagement

Dwight Fischer, CIO

Plymouth State University

Plymouth, New Hampshire

Agenda

Elements of Successful (andUnsuccessful) Projects in HigherEducation

Tools of the Tradeo Project Chartero Work Breakdown Structureo Project Schedule
http://www.nercomp.org/data/media/Project%20Management%20SIG.Fischer.ppthttp://www.nercomp.org/data/media/Project%20Management%20SIG.Fischer.ppthttp://www.nercomp.org/data/media/Project%20Management%20SIG.Fischer.ppthttp://www.nercomp.org/data/media/Project%20Management%20SIG.Fischer.ppthttp://www.nercomp.org/data/media/Project%20Management%20SIG.Fischer.ppthttp://www.nercomp.org/data/media/Project%20Management%20SIG.Fischer.ppt


2/56

o Project Budget Managing the Project

Project Managers Role Managing Change Navigating the Politics of Change Resources for the Project Manager

Presenter

CIO at Plymouth State University Led major projects on three campuses

of the University System of NewHampshire

Instructor for University of Phoenixonline course in ProjectManagement

Masters Degrees in Counseling andExecutive MBA


3/56

Why ProjectManagement?

Todays complex environments requireongoing implementations Projectmanagement is a method and

mindseta disciplined approach tomanaging chaos

Projectmanagement provides a

framework for working amidst persistentchange

Themes Requested Alignment of projects to organizational

mission, goals and objectives Resource conflicts; being spread too

thin Organization: traditional vs a matrix, and

how to get things done when you arenot in control


4/56

PM role; Supervisor of many, butmanager of none.

Managing smaller projects and keepingtrack of them Being organized when organization is

not your greatest strength

Themes Requested

Establishment of PM Office? Projects that initiate new work &

responsibilities Developing effective work teams with

individuals who dislike one another Getting realistic timeframes attached

to project initiatives Controlling changes to development


5/56

Themes Requested

How do we apply PM in highereducation, a culture not known forapplication of business-like methods

Improvedchange management practices

Getting vendors to follow up on their end

of the deal Ideas around moving an operation to a

new facility

Themes Requested

Projectmanagement as applied to anacademic library setting


6/56

ProjectManagement: Official

Definition

Aprojectis a temporaryendeavorundertaken to create a uniqueproduct or service. It implies

o a specific timeframeo a budgeto unique specificationso working across organizational

boundaries

ProjectManagement: Unoffici

al Definition

Projectmanagementis about organization

Projectmanagementis about

changing peoples behavior


7/56

Projectmanagementis about

decision making

Project management is about

creating an environment conducive to

getting critical projects done!

Why Projects Fail

Failure to align project with

organizational objectives Poor scope Unrealistic expectations Lack of executive sponsorship Lack ofprojectmanagement Inability to move beyond individual and

personality conflicts Politics


8/56

Why Projects Succeed! Project Sponsorship at executive level Good project charter Strong projectmanagement The right mix of team players

Good decision making structure Good communication Team members are working toward

common goals

Why this matters to YOU

Most of us get to where we are by sometechnical or specific set of skills

If you want to get things done, you needa good blend of

o Business knowledgeo People management


9/56

o Knowledge of organizational politicso AND an area of technical expertise

Those are the people that makethings happen!

Laws ofProjectManagement

No major project is ever installedon time, within budget, or with the

same staff that started it. Yours willnot be the first.

Projects progress quickly until theybecome 90% complete, then theyremain at 90% complete forever.

When things are going well,something will go wrong.

When things just cannot get anyworse, they will.


10/56

Project Planning and Implementation.

by Abraham Shtub, Jonathan F. Bard, and Shlomo Globerson Copyright 1994 by Prentice-Hall, Inc.

Laws ofProjectManagement

When things appear to be goingbetter, you have overlookedsomething.

No system is ever completelydebugged. Attempts to debug a

system inevitably introduce newbugs that are even harder to find.

A carelessly planned project willtake three times longer tocomplete than expected

A carefully planned project willtake only twice as long.


11/56

Project teams detest progressreporting because it vividly

manifests their lack of progress.

Project Planning and Implementation.

by Abraham Shtub, Jonathan F. Bard, and Shlomo Globerson Copyright 1994 by Prentice-Hall, Inc.

Core ProjectManagement To

ols

Project Charter Work Breakdown Structure (WBS) Project Schedule Project Budget

Project Charter

What must be done?


12/56

o What are the required resources?o What are the constraints?o

What are the short and long termimplications? Why do it? When must it be done? Where must it be done? Who does what?

o Who is behind the project?o Who is funding the project?o Who is performing the work of

the project?

Project Charter

Who What Where Why When


13/56

Handout

Project Charter

Project Goal & Objective Sponsor Stakeholders Timeline Resources required Deliverables

Decision making Assumptions Risks Business process changes

Project manager Project team Budget Signatures


14/56

Handout

Assumptions

Opportunity to put it all out thereo Challenges facing the projecto Implicationso Organizational historyo Political implicationso Impact to traditional powero Requirements of decision-making

Write down what cannot be saido Keep it objective

Case Study


15/56

Mojo College

Handout

Work Breakdown Structure

Identify the major task categories Identify sub-tasks, and sub-sub-tasks Use verb-noun to imply action to

somethingo Example: Getting up in the morning

Hit snooze button Hit snooze button again Get outa bed Avoid dog

Go to bathroom


16/56

Work Breakdown StructureCanoe Trip to

Boundary Waters

Arrange Travel

Get Equipment

Prepare Budget

Plan Meals

Schedule Flights to Mpls

Rent Van

Arrange Motel

Schedule return flights

Contact BW Outfitter

Bring cooking gear

Freeze dry food

Assign Budget Person

Get deposits

Retain Receipts

Pay for supplies

Close-out trip

Plan for

Emergencies


17/56

Plan Activities

Rent canoes

Rent Tents

Bring

Sleeping Bags

Bring

Fishing Gear

Prepare 7

breakfasts

Prepare 7 lunches

Prepare 6 dinners

Obtain

emerg. #s

Arrange

contact at BW

Bring

emerg. flares

Bring two

first aid kits

Bring CardsBring

Joke book

Bring scotch


18/56

Bring lights and

waterproof

matches


Boundary Waters

Arrange Travel

Get Equipment

Prepare Budget

Plan Meals


Rent Van

Arrange Motel



Bring cooking gear

Freeze dry food


Get deposits


19/56

Retain Receipts

Pay for supplies

Close-out trip

Plan for

Emergencies

Plan Activities

Rent canoes

Rent Tents

Bring

Sleeping Bags

Bring

Fishing Gear

Prepare 7

breakfasts

Prepare 7 lunches

Prepare 6 dinners

Obtain

emerg. #s

Arrange

contact at BW

Bring

emerg. flares

Bring two


20/56

first aid kits

Bring Cards

Bring

Joke book

Bring scotch

Bring lights and

waterproof

matches


Boundary Waters

Arrange Travel

Get Equipment

Prepare Budget

Plan Meals


Rent Van

Arrange Motel



21/56


Bring cooking gear

Freeze dry food


Get deposits

Retain Receipts

Pay for supplies

Close-out trip

Plan for

Emergencies

Plan Activities

Rent canoes

Rent Tents

Bring

Sleeping Bags

Bring

Fishing Gear

Prepare 7

breakfasts

Prepare 7 lunches

Prepare 6 dinners

Obtain

emerg. #s


22/56

Arrange

contact at BW

Bring

emerg. flares

Bring two

first aid kits

Bring Cards

Bring

Joke book

Bring scotch

Bring lights and

waterproof

matches


Boundary Waters

Arrange Travel

Get Equipment

Prepare Budget

Plan Meals


23/56


Rent Van

Arrange Motel



Bring cooking gear

Freeze dry food


Get deposits

Retain Receipts

Pay for supplies

Close-out trip

Plan for

Emergencies

Plan Activities

Rent canoes

Rent Tents

Bring

Sleeping Bags

Bring

Fishing Gear

Prepare 7

breakfasts


24/56

Prepare 7 lunches

Prepare 6 dinners

Obtain

emerg. #s

Arrange

contact at BW

Bring

emerg. flares

Bring two

first aid kits

Bring Cards

Bring

Joke book

Bring scotch

Bring lights and

waterproof

matches

Work Breakdown StructureSystem Hardware Replacement

RFP Development


25/56

Vendor Selection

Hardware Implementation

Staff Training

Needs Assessment

Needs Analysis

Write RFP

Finalize with Purchasing

Research Vendors

Research Sites

Select Vendors to mail RFP

Review Proposals

Identify training Plan

Schedule Training

Train

Schedule Installation

Prepare Site

Arrange Vendor Support

Rank Proposals

Recommendation

Configure System

Install System


26/56

Handout

Work Breakdown StructureSystem Hardware Replacement

RFP Development

Vendor Selection

Hardware Implementation

Staff Training

Assess Needs

Analyze Needs

Write RFP

Finalize with Purchasing

Research Vendors

Research Sites

Select Vendors to mail RFP

Review Proposals

Identify training Plan

Schedule Training


27/56

Train Sysadmins

Schedule Installation

Prepare Site

Arrange Vendor Support

Rank Proposals

Make Recommendations

Configure System

Install System

Handout

Work Breakdown Structure

Requires structured brainstorming

Project Schedule Tools

Many tools available


28/56

o Microsoft Projecto Many more specialized softwareo

www.dotproject.neto Excel

Most importanto Monitor taskso Gantt views ofproject

one page views for executives

rollout and more complex views for workteams

o Critical Pathso Inputs from multiple teams that roll

up to project managero Dependencies

o

Resources assigned to tasks

Project Schedule

Handout
http://www.dotproject.net/http://www.dotproject.net/http://www.dotproject.net/


29/56

Project Schedule

Handout

Critical Paths

Milestones that impact downstreammilestones and the overall timelineofproject

If you miss a Critical Path, theentire project is delayed, or

You have to make up ground ondownstream critical paths

Project Budget


30/56

Direct Costs Indirect Costs

Ongoing costs

Project Budget

Direct Costso Hardwareo Softwareo Contractor fees

Estimated hours Hourly Rates per contractor Various contractor rates

o Trainingo Fanfareo Other

TOTALS

Indirect Costs


31/56

o Your peoples time and effort Estimated time on project

Estimated cost based on hourlyrateo Others time and efforto Opportunity cost

What projects or tasks are NOTgoing to get done in order to get

this projectdone?

Year 1

Year 2

Year 3

Managing the Project

Triple Constraint Five Stages Project Manager Role Decision Making Structure


32/56

Communication Plan Meeting Management

Team Development Navigating Organizational Politics

Triple Constraint

Time

Resources

Scope/quality

Risk?

Five Stages

ofProjectManagement


33/56

ProjectManagement (in our industry) isdivided into five parts:

Project charter development RFP Development and Process Planning & Design

o Project team creationo Project kick-offo

Planning (WBS, schedule)o Budget

Implementation/construction Project termination, hand-off to

operations mgt.

Controlling Change Procedures

Your Needs Assessment is your

baseline document Establish process early for managing

change orders


34/56

Original scoping should be thorough aspossible

Any subsequent changes must bethoroughly vetted, a form should becompleted and members and executivesmust sign off

Managing Change

Project Managers RoleLead

Define

Plan

Monitor

Complete


35/56

Re-Plan

Communicate

Communicate

Project Managers Role

Leadership Organization Communication Finance

Technical savvy Politicking Team building Praising Punishing

Traditional Organization


36/56

President

VP Academics

VP Student Affairs

VP Finance

VP Development


37/56

Matrix Organization

People Problems

2/3 ofprojectproblems are peoplerelated

You will find many operational leadersdemonstrate a just do-it mentality.

While that may be effective in someenvironments, this is NOT effective inmanaging change.

There will always be conflict over goalsand scope, resources and between

departments You are likely to find a lack of

understandingbasicprojectmanagementmethods


38/56

Some people will never get along

So you want to be

a Project Manager

You used to be good friends with yourco-workers

Project manager sandwich: pressurebetween co-workers and stakeholders

The skills that brought you to this roleare no longer as vital; now you need

new skills You used to be really good at your work

From ESI International:Top Ten Reminders for New Project Managerswww.esi-intl.com/public/publications/html/20050801HorizonsArticle2.asp
http://www.esi-intl.com/public/publications/html/20050801HorizonsArticle2.asphttp://www.esi-intl.com/public/publications/html/20050801HorizonsArticle2.asphttp://www.esi-intl.com/public/publications/html/20050801HorizonsArticle2.asphttp://www.esi-intl.com/public/publications/html/20050801HorizonsArticle2.asphttp://www.esi-intl.com/public/publications/html/20050801HorizonsArticle2.asp


39/56

Project Managers Key

Strength

Be the eye of the hurricane

Strategies for ManagingChange

Team Development

Select the right playerso Complementary skillsetso Blend of technical and businesso Align with WBS

Stages of Team Developmento Formino Stormin


40/56

o Normino Performin

Formin Storminin theory

Formin

Stormin

Normin

PERFORMIN!

Formin Storminin reality

Formin


41/56

Stormin!

Normin

Performin

Formin Storminin reality

Formin

Stormin!

Normin

Performin

Consultants


42/56

Objective, skilled consultants canprovide a team foundation

Consultants can address diceyorganizational issues For large projects, this approach is vital.

Meeting Management

Develop Ground Rules earlyo Assign facilitatoro Assign reporter and reporting

structureo Start and end times, frequency of

meetingso Frequency of meetingso Focus of meetings

Information sharing? Agenda building Issues for substantive discussion


43/56

Suggested Ground Rules forMeetings

Start/end times are real Agree to debate issues, not people Civility required Confidentiality? Reporting out

o What is going to be reportedo What isnt

Agree to bring all issues to the table

Destructive Team Member

Profiles

The Tank: a person who dominates adiscussion or issue by brute force ofpersonality. When they present, they


44/56

speak as an authority. When dealingwith aprojectand defining new

solutions, these types of people can bedestructive to the process of opendiscussion and consideration ofalternatives.

o Solution : thank them for theiropinion, then ask if there are some

other perspectives from other teammembers.

Destructive Team MemberProfiles

The Grenade: The conversation will begoing along fine and all of the sudden, a

team member lobs out a discussion-ending comment.

o Solution : Address the comment headon and suggest that the grenade


45/56

thrower refrain from comments thatwill upend conversation of

alternatives.


Profiles

The Think-they-know-it-all: Much likethe tank.

o Solution: Same as Grenade.


Profiles

The Maybe Person: This is the personwho cannot commit to any position orissue. They take refuge in ambiguity.


46/56

o Solution : On aprojectteam, youneed to help them commit. Give

them simple alternatives and askthem to decide.


The No Person: This is your generalnaysayer. Nothing will work, no matterwhat.

o Solution : Help to see that no is notan option. Define the alternatives.



47/56

The Sniper: This is a destructive forcein a team. The Sniper tenders up

negative comments within the team thatnegate or attack ideas.o Solution : address the behavior

immediately and let them know thatcomments like that are unacceptablebased on team norms.


Profiles The Yes Person: While less negative,

this person is so agreeable that theynegate their influence through a lack ofobjective analysis. They are more eager

to please than they are to offer objectivealternatives.

o Solution : Point out that youappreciate their positive outlook, but


48/56

they need to explore options morethoroughly if they want to gain

credibility with the group.


Profiles

The Traitor: Team member speaks verylittle in meetings, or sometimesdisagrees, and spends times out ofmeetings lobbying for alternative

positions or arguing decisions made bythe team

o Solution : Establish team rules earlythat state that issues are dealt within team meetings and this behavior

is not acceptable. When it isuncovered, PM addresses it in themeeting or, if necessary, in private


49/56


The End Arounder: Team member whogoes around team and PM to anothersupervisor or administrator and

complains, lobbies or takes alternativepositions to team.

o Solution : Identify the behavior inteam development and make itknown it is not acceptable. Get all

administrators and supervisors tosuppress the behavior if it occurs.PM should call it when its seen andthe ProjectSponsor should nip it inbud.


50/56

Providing Feedback to Team

Members

Praise in public Punish in private

Case Study

Decision Making Structure

Define Layerso Executiveo Project Managero

Project Team Sub Teams

Documentation


51/56

Levels of responsibility should be spelled out for eachgroup.

Examples

Execs will make all decisions on scope, schedule, personnel changes andbudget

Project Mgt. team will make all decisions on team assignments, workallocations and management of vendors.

Training team will make decisions about training requirements and schedulesof sessions.

Decision Making

Avoid consensus abuseo Consensus may be desired, but is

not requiredo Lack of consensus does not mean

no decisiono Projects force decisions by leaders

Clarify who makes what decisions Establish structure for rapid decision

making Communicate decisions


52/56

Log/track decisions for future reference While everyone may not agree with all

decisions, its important that teammembersagree to support the decisions Get buy-in from sponsor and

administrators preventing end arounds.

Communication Plan

Define stakeholders Develop communication plan

o

Identify talents for communication means of communication frequency of communication


53/56

Navigating the Politics of

Change

Know the environmento What are the overarching issues of

your organization?o What are the pressing issues of the

hour?o What will be the pressing issues of

tomorrow?o How do you help others satisfy their

needs?o What is the stake of others in

yourproject? Identify a mentor

ProjectManagement isChange


54/56

Project methodology is really aboutmanaging change

o

Change in current practiceso Developing new practiceso Getting people to change their

behaviors How they do their work How they work together How they get the work of

the project done Avoidance of paving the

cowpaths PM is a mindset, a discipline, that can

help your organization increaseeffectiveness and put order to chaos

LimitationsofProjectManagement


55/56

PM works when there is buy-in for themethods and process

It does not work wheno buy-in is lacking or there is not

support for the methods byexecutives

o end arounds are toleratedo influential players

operate project business outsidethe project

o decisions made by project teamsare not supported

o charters, schedules and other work

products of the team are notsupported

Project Portfolio Management More common in disciplined IT

organizations Manages projects that are


56/56

o Proposedo Approvedo

In progress Requires organizational buy-in

Additional Project Resources ESI Horizons www.esi-horizons.com Project Management Institute. www.pm

i.org On Becoming a Technical Leader. by

Gerald Weinberg On Becoming a Leader . by Warren

Bennis Getting Past No . by William Ury Decision Traps . by Edward Russo
http://www.esi-horizons.com/http://www.pmi.org/http://www.pmi.org/http://www.pmi.org/http://www.esi-horizons.com/http://www.pmi.org/http://www.pmi.org/

Project Managment File

Documents

Transcript of Project Managment File