Getting Started

Project Management Lollapalooza

Jeff Burns, Assistant Director of Development & Implementation, Pittsburg State University, Pittsburg, KS

Barbara Herbert, Assistant Director of Project & Process Management, Pittsburg State University, Pittsburg, KS

“Every minute you spend planning will save you 10 minutes in execution; this gives you a 1,000 percent return on energy.”

Popular quote by Brian Tracy, a self-help author and motivational speaker

Why We Went to Project Management?

We were facing: development in silos

similar development occurring with no collaboration, sharing of resources or tools

poor communication

persistent scope creep

never really finished

no central management of incoming requests

Why Project Management?

Goals in restructuring: all requests run through a defined

project management methodology

development accountable to defined timelines

maximize collaboration

cross-training of developers

standardized documentation process

What is a project?

A project is a temporary endeavor undertaken to create a unique product, service, or result.

More than a week of work, several people involved, cross

department

Something totally new

Enhancement or new functionality

An issue from an existing program

New or large support issues

(time or resources)

Data issues are support,

program issues are projects

Range of impact

How does it affect productivity or scope? If now it

would be support.

Project Management Resources

Project Management Institutewww.pmi.org

Educause Project Management Constituent Group

Peer institutions

Training

Books

Early Goals

Mock up a process Test and modify Be open to feedback from anyone involved

(managers, clients, developers, etc.) Determine what was a project and what was

routine support

Project Level Definition

True Emergency A client is dead in the water because of some issue/problem and cannot serve their clients in a timely manner.

Routine Maintenance

Recurring events, such as 20th day processing or fiscal year end processing (assuming there aren’t a lot of new changes).

Bug Fix Something that is truly not working correctly, not changing the way something works.

Research Requests to help gather information, look at potential products and/or will involve no programming time. (Project could be labeled as high or complex.)

Low Level < 1 week of 1 resource (plus possible SME time as needed)

Medium Level > 1 week < 1 monthLow VisibilityMinimal draw from various management teams

High Level some 3rd Party Installation1 month to 6 months durationMedium to High VisibilityMinimal crossing of Univ Divisions as clients possible

Complex Level most 3rd Party Installation> 6 months durationMajor crossing of University Divisions of clientsHigh to Very High Visibility

First Steps Sponsor/decision maker

Requested date of completion

Purpose

Mission/Scope

Milestones

Touchpoints

Deliverables

Project team members

Ranking CriteriaStrategy/Objective

Weight Criteria Condition Score

Legal (10) 2 Is the project a legal requirement?

Yes (+5 pts)No (0 pts)

Regulatory (10)

2 Is this project a regulatory requirement?

Yes (+5 pts)No (0 pts)

Strategic Goal (7.5)

1.5 What University strategic goal does this project support?

Multiple goals (+5 pts)Single goal w/high priority (+3pts)Single goal wo/high priority (+1 pt)No goal supported (0 pts)

Impact on Services (5)

1 What impact does this project have on current university services?

Increase or improve current services (+5 pts)Maintain & reduce the cost of the service (+3 pts)Maintain the current system (0 pts)

Operational Costs (5)

1 Does this project produce a positive ROI?

Will pay for itself and generate cash (+5 pts)

What is Project Management?

Not a tool, but a process

Living, breathing being

Whatever you want it to be!! (within reason)

Questions?Please visit us at the table discussion.

BobbyJo Morse •

Project Management Basics:

Building Your ToolboxEricka Mendez

Senior Project Managerbobbyjo@uwm.edu

Project Manageremmendez@uwm.edu

VS

Components of a Successful Project

Communication Scope Clear roles and responsibilities Team members are accountable Clearly defined project goals and

deliverables Defined project end date and transition to

operations

UWM Project Management Toolbox

Project Charter Requirements Definition Communication Plan Activity List and Schedule Close-out Report

George Watson, PMP – University of Wisconsin-Madison

March 19, 2013

PM Lollapalooza

Gathering Business Requirements: De-mystifying the Process

Important Announcement

It does not matter how well you manage the

project – if you are doing the “wrong” project!

Requirements Matter!!!

Definitions of a Requirement

PMI – Project Management InstituteA condition or capability that must be met or possessed by a system, product,

service, result, or component to satisfy a contract, standard, specification, or other formally proposed document. Source - (PMBOK) 4th Edition

IIBA – International Institute of Business AnalysisA condition or capability needed by a stakeholder to solve a problem or

achieve an objective. A condition or capability that must be met or possessed by a solution or solution component to satisfy a contract, standard, specification, or other formally imposed documents. A requirement may be unstated, implied by other requirements, or directly stated and managed. Source: (BABOK) Guide Version 2.0

Gathering Requirements is Challenging

The American “Trap”1. We want it Now2. We have an urge to improvise3. We pursue the impossible 4. We insist on choice 5. We are convinced newer is better

Adapted from - The Stuff Americans Are Made Of, Joshua Hammond

The Requirements Maze….

Requirements – The Moving Target

Original Requirements

Deleted Requirements

New Requirements

Changed Requirements

A

A

Final Delivery

Visualizing Project Management – Forsberg (2005)

Tires – Are Requirements the Same?

Source - University Communications – UW-Madison

“Airless” Tire

Sample Questions (Voice of Customer)

• What frustrates you most about the current tires?• What aspects of the current tires do you strongly

recommend we change?• What features would a perfect tire include?• What job(s) do you need perform with these tires? • What measurable outcome(s) do you hope to accomplish

with these tires?” • What solutions would you like to share?

Note: You can exchange “tires” with your product/service.

Gathering Business Requirements – UW- Madison

Prioritizing Requirements• Must have, should have, nice to have…• The Shopping Spree – Each feature is assigned a price and

each person is given a pre-determined amount to money to distribute over the features.

• Affinity Ranking – All requirements are posted and each participant is asked to place dots next to their preferences.

• Forced Pair – All requirements are compared against all other requirements in a pair using a ranking matrix.

• Spreadsheet-based decision matrices with weighted attributes

• QFD (Quality Function Deployment) – Technique to identify and convert the most crucial customer needs into step-by-step procedures

Adapted from - Determining Project Requirements, Hans Jonasson; and Gathering Business Requirements – UW-Madison

Gathering Requirements: The Cheat Sheet

• Sponsors• Scope / Goals• Business CasePlan• Identify stakeholders• Develop questions• Gather/Analyze resultsElicit• Process Maps• Use Case / User Stories• Data Flow Diagrams

Document

• Decision Scoring• House of Quality/Kano • Traceability IndexVerify• Crucial Conversions• Kotter Change Model• Buy-in Strategies

Approval / Change Mgmt

Thank You! A Few Closing Thoughts..

The Mars’ Pathfinder – Requirements & Results – A fixed price contract for $196 million – 44 months

from start to touchdown– A 300,000,000 mile trip – seven months – arrived

within seconds of schedule – Entered the Mars’ atmosphere at 16,400 mph– The parachute opened at mach 2.2– Landed on Mars’ surface at 35 mph and bounced 50

feet and kept bouncing until grounded– It was expected to operate for 30 days – it lasted 3X

longer (Adapted from The Mars’ Pathfinder - Price Pritchett)

The whole goal is to have fun with the problems. That is when you start seeing results. James Loehr

George Watson, Ed.D., PMPUniversity of Wisconsin-Madisongwatson@wisc.edu

Building a Project Management Communications Plan

 

Paula Brossard, IT Infrastructure Project Manager

Wendy Luljak, Senior IT Communications Strategist

Project Management Lollapalooza

Build it…

And they will come.

Not unless they know… What it is

Who it’s for

What it’s for

What it’s not for

How to use it

How not to use it

When to use it

When not to use it

Where to find help

Project Management:

Communications is KEY

And the time to start is

at the beginning

when the project is in its infancy…

Project Management:

Initiating

Planning

Executing & Controlling

Closing

Role of the communications lead:

Provide customer-perspective

Identify key stakeholders

Develop & direct a communications plan

Phase 1: Initiating

Customer-level “gut check”

Initiating

Planning

Executing & Controlling

Closing

Phase 1: Initiating

Service proposal Project charter

Communications:

► Why is this happening?

►Who will benefit?

►How?

Initiating

Planning

Executing & Controlling

Closing

Phase 2: Planning

Project team formed Requirements gathering Activities & schedule developed

Communications Plan: ►Who will be notified?►When? ►Why? ►How? ►By whom?

Initiating

Planning

Executing & Controlling

Closing

Phase 3: Executing & Controlling

Project updates Change management activities Service launch

Communications:►Impact ►Progress ►Delays ►Preparation

Initiating

Planning

Executing & Controlling

Closing

Final team meeting Service portfolio entry Archived documents Final report to sponsors Transitioning

Phase 4: Closing

Communications:►Wrap-up (lessons learned)►On-going consistency

Initiating

Planning

Executing & Controlling

Closing

Why have a communications lead from the onset?

Customer-centric approach to service design

Comprehensive stakeholder lists

Right messaging at right time using right media and channels

Opportunity to manage expectations

A project communications lead is more than just the messenger.

A communications lead is a

partner to help ensure project success.

Roadmap for Organizational Optimization

Mark N. Goedert – University of Illinois at Chicago

Cynthia Cobb – University of Illinois AITS

Portfolio Management

Agenda

Portfolio Management Definition

Portfolio Management Activities

Maturity Model

Lessons Learned

Portfolio Management Defined

A portfolio is a collection of projects and other related work that is grouped together to facilitate effective management of that work in order to meet strategic business objectives.

Portfolio Management Benefits

Matches IT spending with strategic priorities Provides clear set of priorities for approved

projects Provides a manageable workload for project

resources Answers the question: What are we working

on?

Portfolio Management Activities

Proposing, selecting and prioritizing projects

Scheduling and managing resources Monitoring and controlling the portfolio

Portfolio Management Foundation

Effort Categorization Time Reporting Project Definition and Inventory Ownership

Proposal, Selection and Prioritization

Goals Support strategic plan of organization Buy-in on project selection Objective assessment of projects

Process Ideas gain sponsorship Proposals matched to strategic plan Proposals reviewed and approved Projects prioritized

Proposal, Selection and Prioritization

Tasks Facilitate creation of evaluation criteria Provide assistance with proposal creation Facilitate proposal selection Provide tools and reporting

Challenges Estimating cost and benefit Keeping up with incoming proposals Communication and transparency

Scheduling and Managing Resources

Goals Control start of projects to even out workload Manage expectations of stakeholders Document resource demand, justify staffing

changes Process

Evaluate prioritization Evaluate resource demand Adjust project schedule

Scheduling and Managing Resources

Tasks Meet with stakeholders to prioritize upcoming

projects and schedule start dates Use project data to forecast demand Communicate priorities and changes

Challenges Communication Data currency and accuracy Time tracking resistance Authority to control start date

Monitoring and Controlling the Portfolio Goals

Ensure data accuracy Improve project performance Adjust portfolio mix

Process Report on overall health of the portfolio Identify areas that need critical attention Target resources to address critical areas

Monitoring and Controlling the Portfolio Tasks

Monthly review with project managers Identify projects at risk Report on project and portfolio performance Communicate

Challenges Buy-in on time tracking and PM activities Estimating Authority to adjust portfolio (kill projects)

Maturity Model

Level 4 – Optimizing Level 3 – Managing Level 2 – Governing Level 1 – Communicating Level 0 – Admitting

Lessons Learned

Know your goal Acquire high level support Seek guidance Facilitate governance Listen

Resources

Peer InstitutionsACCC Leveraged AITS Expertise, Templates, Processes, and Tools

“IT Portfolio Management Step-by-Step” by Bryan Maizlish and Robert Handler

Educause Project Management Resources IT Leadership Exchange https://www.

itleadershipexchange.com/

Portfolio Management - End

A Low Cost, Cloud Based, Solution

Scott C. Radtke

Director of Project Management

PM & PPM Tools

What Do We Need?

Three Primary Areas Document Templates

Design, Management and Delivery Project Management Information System

(PMIS) PPM

Project Portfolio Management

Document Templates – Google Drive

Design Save as Template Delivery

Google Drive – From Template PMO Web Page with Links to Template

Maintenance The Template is your “Master”

Template Gallery in Google Drive

Templates via PMO Website

Google Docs – Project Tree

PMIS – Basecamp Classic

Scalable Subscription Greatest Strength - Collaboration All project materials in one place Link to Google Drive project files Project and ToDo List Templates Archive of past projects 30-day Free Trial Available at:

http://basecamp.com/classic

Basecamp Classic

PPM Tool - Roadmap

Manage the active project portfolio Integrated with Basecamp Manage “Proposals” (future projects) Resource Management Reports Features 30-Day Trial Available:

http://www.ppmroadmap.com/plans-pricing

Roadmap - Dashboard

Roadmap – Project 360 view

Roadmap – Resource management

Tools Summary – Low Cost Solution

Templates and Delivery via Google Drive Project Management via Basecamp/Google

Docs integration Project Portfolio Management via

Roadmap/Basecamp integration Total cost for unlimited projects level

$224/month or $2688/year

QuestionsPlease join our table discussion afterward