Keys for Successful GIS Projects

Keys for Successful GIS ProjectsKeys for Successful GIS Projects

Presented by Bruce Oswald, Presented by Bruce Oswald, V.P., Public Sector Geospatial Solutions,V.P., Public Sector Geospatial Solutions,

James W. Sewall CompanyJames W. Sewall CompanyGITA Annual ConferenceGITA Annual Conference

March 6, 2007March 6, 2007

Project Management for GIS Project Management for GIS PractitionersPractitioners

Areas We’ll CoverAreas We’ll Cover

Common problem areas and their Common problem areas and their solutions.solutions.

Project management basics.Project management basics.

Major concepts, tips and tricks. Major concepts, tips and tricks.

Specific questions on project problems Specific questions on project problems that you may have.that you may have.

4 Common Problems4 Common Problems

Project is late.Project is late.

Project is over budget.Project is over budget.

Project doesn’t fix the problem.Project doesn’t fix the problem.

Project dies from lack of support. Project dies from lack of support.

4 Common Problems4 Common ProblemsProject is late!Project is late!– Why?Why?

Under estimated time to complete tasks.Under estimated time to complete tasks.

Scope additions increased amount of work.Scope additions increased amount of work.

Over budget. Need to go back for more funding.Over budget. Need to go back for more funding.

People just didn’t deliver on time.People just didn’t deliver on time.

4 Common Problems4 Common ProblemsProject is late!Project is late!– Solutions:Solutions:

Be stringent, but realistic on time frames.Be stringent, but realistic on time frames.

Better scope management or change control Better scope management or change control process.process.

If bad estimate, then next time use historical data, If bad estimate, then next time use historical data, if possible.if possible.

Establish and manage contingencies properly.Establish and manage contingencies properly.

Follow up with folks to insure project priorities.Follow up with folks to insure project priorities.

Pre-establish work-arounds for high risk areas.Pre-establish work-arounds for high risk areas.


Project is over budget!Project is over budget!– Why?Why?

Bad estimate. Bad estimate.

Scope additions increased the amount of work.Scope additions increased the amount of work.

Lack of competition for bids.Lack of competition for bids.

– Solutions:Solutions:Use historical data, if possible.Use historical data, if possible.

Better scope management or change control Better scope management or change control process.process.

Manage cost contingencies properly.Manage cost contingencies properly.

Re-examine your bid advertising and/or contracting Re-examine your bid advertising and/or contracting methodology.methodology.


Project doesn’t fix the problem!Project doesn’t fix the problem!– Why?Why?

Stakeholders were not properly engaged in the Stakeholders were not properly engaged in the design process.design process.Problem changed.Problem changed.

– Solutions:Solutions:Better and more regular communication.Better and more regular communication.Better scope management – insure project delivers Better scope management – insure project delivers what’s in the scope.what’s in the scope.Follow up with stakeholders to ensure business Follow up with stakeholders to ensure business process hasn’t changed.process hasn’t changed.

4 Common Problems4 Common ProblemsProject dies from lack of support!Project dies from lack of support!– Why?Why?

Priorities change and budgets are cut.Priorities change and budgets are cut.Project becomes liability.Project becomes liability.

– Over budget. Need to go back for more funding.Over budget. Need to go back for more funding.

Project loses its “sex” appeal.Project loses its “sex” appeal.Upper management forgets about it!Upper management forgets about it!

– Solutions:Solutions:Look for new job or adapt project to new priorities.Look for new job or adapt project to new priorities.Manage cost contingencies properly.Manage cost contingencies properly.Continually ‘sell’ the project to upper management.Continually ‘sell’ the project to upper management.““Chunk” project down so it upper management Chunk” project down so it upper management sees regular ‘”deliverables” and can appreciate its sees regular ‘”deliverables” and can appreciate its progress. progress.

Project Management BasicsProject Management Basics

What is a Project?What is a Project?

A project is a A project is a temporarytemporary endeavor endeavor undertaken to create a undertaken to create a uniqueunique product, product, service, or result.service, or result.

Project Life CycleProject Life Cycle

Phases

Inputs

Project Management

Outputs

Initial Final

Idea

PM Team

Scope Statement

Charter PlanBaseline

Progress

Delivery

Testing

Handover

Real Project Life CycleReal Project Life Cycle

Phases

Real Phases

Project Management

Outputs

Initial Final

Epiphany

Scope Statement

Charter PlanBaseline

Progress

Delivery

Testing

Handover

Honeymoon

Rubber Meets the

RoadHerculean

Effort

Patch up Mistakes Before

Exhaustion Hits

What is Project Management?What is Project Management?Project Management is not:Project Management is not:– Buying software and creating a schedule!Buying software and creating a schedule!– Completing reams of forms or other paperwork!Completing reams of forms or other paperwork!– Completing the project, but leaving stacks of bodies!Completing the project, but leaving stacks of bodies!

Project Management Institute (PMI) definition Project Management Institute (PMI) definition – Project management is the application of knowledge, Project management is the application of knowledge,

skills, tools and techniques to project activities to skills, tools and techniques to project activities to meet project requirements. meet project requirements.

Workshop definitionWorkshop definition– Project management is the use of those management Project management is the use of those management

principles needed to assure the success of your principles needed to assure the success of your project (i.e. PM Lite). project (i.e. PM Lite).

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w.p

mi.o

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Main Players in a ProjectMain Players in a Project

Project Sponsor

Project Manager

Project Team

Project Stakeholders

PMI Project Knowledge AreasPMI Project Knowledge Areas

Integration ManagementIntegration ManagementScope ManagementScope ManagementTime ManagementTime ManagementCost ManagementCost ManagementQuality ManagementQuality ManagementHuman Resource ManagementHuman Resource ManagementCommunications ManagementCommunications ManagementRisk ManagementRisk ManagementProcurement ManagementProcurement Management

Today’s Areas of ConcentrationToday’s Areas of Concentration

Project Charter.Project Charter.

Scope Management. Scope Management.

Time Management.Time Management.

Cost Management.Cost Management.

Upper Management Support.Upper Management Support.

Risk Management – a simplified approach.Risk Management – a simplified approach.

Contracts and their use.Contracts and their use.

LeadershipLeadership

Project CharterProject Charter

What’s In a Project Charter?What’s In a Project Charter?Statement of work.Statement of work.Description of project outcomes/ Description of project outcomes/ deliverables.deliverables.Ballpark estimate. Ballpark estimate. Statement of benefits/business need for Statement of benefits/business need for project.project.Statement of how project supports the Statement of how project supports the organization’s strategic plan/goals.organization’s strategic plan/goals.Risk points.Risk points.Specific area for management signoff.Specific area for management signoff.

What Does a Project Charter Do?What Does a Project Charter Do?

Formally authorizes the project.Formally authorizes the project.

Provides the project manager with the Provides the project manager with the authority to provide organizational authority to provide organizational resources to the project activities.resources to the project activities.

Insures that project is consistent with the Insures that project is consistent with the organization’s goals.organization’s goals.

Ties a management sponsor/upper Ties a management sponsor/upper management to the project.management to the project.

Cementing the Business Cementing the Business Need to the ProjectNeed to the Project

Constantly Re-Align the Project and Constantly Re-Align the Project and Business ProcessBusiness Process

Identify the business process that the project is Identify the business process that the project is being used for.being used for.

Meet with stakeholders involved in that business Meet with stakeholders involved in that business process regularly.process regularly.

As project moves forward, check to determine: As project moves forward, check to determine: – Any changes that may have occurred in that process Any changes that may have occurred in that process

and how they will effect the project.and how they will effect the project.– Any changes that may have occurred in the project Any changes that may have occurred in the project

and whether the project can still meet the needs of and whether the project can still meet the needs of the business process it’s being designed for.the business process it’s being designed for.

Business ProcessBusiness Process

Tip – Never forget that this is the reason Tip – Never forget that this is the reason

for the project. for the project. Never let the project Never let the project

team or the stakeholders forget either.team or the stakeholders forget either.

Tip – Never forget that this is the reason Tip – Never forget that this is the reason

for the project. for the project. Never let the project Never let the project

team or the stakeholders forget either.team or the stakeholders forget either.

Scope

Tim

e Cost

Three Legs of a ProjectThree Legs of a Project

Scope ManagementScope Management

What’s in a Project Scope?What’s in a Project Scope?

Describes what needs to be accomplished Describes what needs to be accomplished by the project.by the project.

Includes project objectives.Includes project objectives.

Might include project acceptance criteria.Might include project acceptance criteria.

Project constraints, major milestones, Project constraints, major milestones, deliverablesdeliverables

Order of magnitude cost statement.Order of magnitude cost statement.

Risks, assumptions, etc.Risks, assumptions, etc.

High

Low

Time

Cost of Changes

Influence of Stakeholders

Why It’s Important to Properly Manage the Project Scope

Co

st

Scope ManagementScope ManagementBe Strong, but flexible.Be Strong, but flexible.– Decide up front what you can or cannot Decide up front what you can or cannot

change.change.– If necessary, allow some changes early – it If necessary, allow some changes early – it

will show your flexibility. will show your flexibility. – Alert the team and the stakeholders that Alert the team and the stakeholders that

changes will have impacts and let them know changes will have impacts and let them know up front what they are (cost/time). up front what they are (cost/time).

Tip - Watch out for changes Tip - Watch out for changes

late in the project…late in the project…they’re killersthey’re killers..

Tip - Watch out for changes Tip - Watch out for changes

late in the project…late in the project…they’re killersthey’re killers..

Rigidity vs. FlexibilityRigidity vs. Flexibility

Rigidity is easy, but not effective.Rigidity is easy, but not effective.

If you agree to every change, you’re not If you agree to every change, you’re not managing the project.managing the project.

Tip – Determine Tip – Determine up frontup front where where

you can be flexible & you can be flexible & where you can’t!where you can’t!

Tip – Determine Tip – Determine up frontup front where where

you can be flexible & you can be flexible & where you can’t!where you can’t!

Schedule ManagementSchedule Management

Schedule ManagementSchedule Management

Value of scheduling – it solidifies the plan, Value of scheduling – it solidifies the plan, it’s another road-map.it’s another road-map.

Critical path, float, resource balancing, etc.Critical path, float, resource balancing, etc.

Flexibility is a must; don’t record history – Flexibility is a must; don’t record history – use it to anticipate work-arounds.use it to anticipate work-arounds.

It’s just a tool stupid! It’s just a tool stupid!

How to Start Making a Schedule! How to Start Making a Schedule!

DeliverablesDeliverables

Major TasksMajor Tasks

Work Breakdown StructureWork Breakdown Structure

Responsibility MatrixResponsibility Matrix

Gant ChartGant Chart

CPMCPM

Resource Allocation/BalancingResource Allocation/Balancing

Deliverables/MilestonesDeliverables/Milestones

““Start backwards and go forwards.”Start backwards and go forwards.”– End product.End product.– Steps to get there.Steps to get there.

Products or pieces that may come out of those Products or pieces that may come out of those steps.steps.

– Develop RFPDevelop RFP– AdvertiseAdvertise– BidBid– AwardAward– Perform WorkPerform Work– TestTest– AcceptAccept

Work Breakdown StructureWork Breakdown Structure

Responsibility MatrixResponsibility Matrix

Identifies parties responsible for major Identifies parties responsible for major task areas.task areas.

Works well when dealing with multiple Works well when dealing with multiple entities.entities.

Might be as simple as listing resources Might be as simple as listing resources working on project.working on project.



CPMCPM

Redesigning the ScheduleRedesigning the Schedule

Once the preliminary project schedule is Once the preliminary project schedule is developed. Look at the pattern of developed. Look at the pattern of deliverables. If need be, redesign the deliverables. If need be, redesign the project work flow to have, at least, monthly project work flow to have, at least, monthly deliverables. With technology projects, deliverables. With technology projects, people need to see tangible results. people need to see tangible results.

Tip – If necessary, redesign the project Tip – If necessary, redesign the project

workflow to insure regular deliverables.workflow to insure regular deliverables.

Tip – If necessary, redesign the project Tip – If necessary, redesign the project

workflow to insure regular deliverables.workflow to insure regular deliverables.

- Schedule Management –Schedule Management –How to Update It!How to Update It!

Don’t just record history.Don’t just record history.Make it easy for everyone or it won’t get Make it easy for everyone or it won’t get done.done.Issue updates on a regular basis and date Issue updates on a regular basis and date the update.the update.When you issue an update let people When you issue an update let people know about deliverables achieved, know about deliverables achieved, upcoming milestones, and things to watch upcoming milestones, and things to watch out for. Make it a ‘value add’ for them. out for. Make it a ‘value add’ for them. Otherwise, it won’t be read. Otherwise, it won’t be read.

- Schedule Management –Schedule Management –How to Use It!How to Use It!

Develop work-arounds for anticipated Develop work-arounds for anticipated problems.problems.

Anticipate critical areas coming up.Anticipate critical areas coming up.

Remind resources of upcoming needs.Remind resources of upcoming needs.

Use it to check to make sure your earlier Use it to check to make sure your earlier assumptions are still valid. (Are deliveries assumptions are still valid. (Are deliveries of equipment still on time, etc.?)of equipment still on time, etc.?)

Tip – Remember – It’s about theTip – Remember – It’s about the

the project – not the schedule.the project – not the schedule.

Tip – Remember – It’s about theTip – Remember – It’s about the

the project – not the schedule.the project – not the schedule.

- Schedule Management –- Schedule Management –How to Use It!How to Use It!

Change Control – use it to show the real Change Control – use it to show the real impacts of changes on delivery dates, etc.impacts of changes on delivery dates, etc.

Don’t try to impress the boss with your Don’t try to impress the boss with your details. Use them for ‘flash’. details. Use them for ‘flash’. – Stick to the ‘big picture’.Stick to the ‘big picture’.– Your success will be in completing the project Your success will be in completing the project

on time – not in recording history. on time – not in recording history.

Tip – When presenting the schedule, use Tip – When presenting the schedule, use

the simplest approach/diagram possible.the simplest approach/diagram possible.

Tip – When presenting the schedule, use Tip – When presenting the schedule, use

the simplest approach/diagram possible.the simplest approach/diagram possible.

Cost ManagementCost Management

What is Cost Management?What is Cost Management?Cost estimating.Cost estimating.– Developing an approximation of the costs of Developing an approximation of the costs of

the resources needed to complete the project the resources needed to complete the project activities.activities.

Cost budgeting.Cost budgeting.– Aggregating the estimated costs of the Aggregating the estimated costs of the

individual activities to establish a cost baseline.individual activities to establish a cost baseline.

Cost control.Cost control.– Influencing factors that create cost variances Influencing factors that create cost variances

and controlling changes to the project budget.and controlling changes to the project budget.

Cost ManagementCost ManagementDeveloping an estimate.Developing an estimate.– Historical data from similar projects?Historical data from similar projects?– Start with your deliverables, WBS and Start with your deliverables, WBS and

schedule.schedule.– Easiest for me to put numbers against the Easiest for me to put numbers against the

WBS and roll it up to the milestones or the WBS and roll it up to the milestones or the deliverables.deliverables.

– Look at contingencies Look at contingencies Initially 30+%Initially 30+%Final phase 5-10%Final phase 5-10%Guard these with your life!Guard these with your life!

Cost ManagementCost ManagementDeveloping a budget.Developing a budget.– Envelopes Please!Envelopes Please!

– Contingencies – design, market factors, Contingencies – design, market factors, general unknowns, etc. general unknowns, etc.

Equipment

Cost ManagementCost ManagementMostly about managing contingencies Mostly about managing contingencies properly.properly.

Change controlChange control– You need a process that includes some You need a process that includes some

documentation that describes the work and documentation that describes the work and it’s impact and identifies who can approve it.it’s impact and identifies who can approve it.

– It’s not just the cost of the work, but the It’s not just the cost of the work, but the potential of lost time and resources.potential of lost time and resources.

Tip – Cost Control is mostly about managing Tip – Cost Control is mostly about managing contingencies properly and contingencies properly and learning learning

when to say no!when to say no!

Tip – Cost Control is mostly about managing Tip – Cost Control is mostly about managing contingencies properly and contingencies properly and learning learning

when to say no!when to say no!

Risk AssessmentRisk Assessment

Thinking Ahead - Simple Risk Thinking Ahead - Simple Risk AssessmentAssessment

What is it?What is it?– Can involve a lot of theory, number crunching and Can involve a lot of theory, number crunching and

analysis based on historical data, etc.analysis based on historical data, etc.– Can be as simple as reviewing project and deciding Can be as simple as reviewing project and deciding

what your biggest problem areas could be.what your biggest problem areas could be.

Why do it? - Part of battle plans Why do it? - Part of battle plans – I hate surprises.I hate surprises.– Identifies potential weaknesses.Identifies potential weaknesses.– Assists you in making back-up plans ahead of time.Assists you in making back-up plans ahead of time.– Allows you to enlist aid upfront in weak areas.Allows you to enlist aid upfront in weak areas.

Risk AnalysisRisk Analysis

Remember to many it might look:Remember to many it might look:– Anal and it could hurt your credibility with the project Anal and it could hurt your credibility with the project

sponsor.sponsor.– Might irritate the boss.Might irritate the boss.– Might look like your just trying to cover your butt.Might look like your just trying to cover your butt.

Tip – Be careful if you share Tip – Be careful if you share your risk analysisyour risk analysis!!

Tip – Be careful if you share Tip – Be careful if you share your risk analysisyour risk analysis!!

Upper Management SupportUpper Management Support

Upper Management SupportUpper Management Support

What is it?What is it?– Getting someone at the top to endorse the Getting someone at the top to endorse the

project and ‘go to bat’ for it.project and ‘go to bat’ for it.

Why is it important?Why is it important?– Projects need support for funding and Projects need support for funding and

acceptance (also, assistance during rocky acceptance (also, assistance during rocky times).times).

Do you need it?Do you need it?– Almost always!Almost always!

How Do I Obtain Upper Management How Do I Obtain Upper Management Support?Support?

Develop Project Charter.Develop Project Charter.Present project at project review board or Present project at project review board or just make presentation to your upper just make presentation to your upper management.management.– Explain objectives, deliverables, cost, time Explain objectives, deliverables, cost, time

line.line.

Obtain verbal approval of project and Obtain verbal approval of project and written approval of project charter.written approval of project charter.

Tip – Remember, your audience always Tip – Remember, your audience always needs to know, “What’s in it for me?”needs to know, “What’s in it for me?”

Tip – Remember, your audience always Tip – Remember, your audience always needs to know, “What’s in it for me?”needs to know, “What’s in it for me?”

Retaining Upper Management Retaining Upper Management SupportSupport

Provide regular deliverables so they can see Provide regular deliverables so they can see progress and “sense” the project’s success!progress and “sense” the project’s success!

Bi-weekly written reports (one page).Bi-weekly written reports (one page).– Describe deliverables recently completed and due in Describe deliverables recently completed and due in

the next month.the next month.– Describe overall progress.Describe overall progress.– Indicate where you are within the budget.Indicate where you are within the budget.– Describe risks or issues and Describe risks or issues and youryour plan to solve them. plan to solve them.

(Don’t make it a ‘cover your butt’ statement.)(Don’t make it a ‘cover your butt’ statement.)– Indicate specific items upper management needs to Indicate specific items upper management needs to

act on.act on.Tip – “What can someone get out of the report Tip – “What can someone get out of the report

if they can only scan it for 30-60 seconds?”if they can only scan it for 30-60 seconds?”Tip – “What can someone get out of the report Tip – “What can someone get out of the report

if they can only scan it for 30-60 seconds?”if they can only scan it for 30-60 seconds?”

Retaining Upper Management Retaining Upper Management Support Support

Hold monthly meetings with your sponsor.Hold monthly meetings with your sponsor.– Use the opportunity to show your effectiveness in Use the opportunity to show your effectiveness in

anticipating and solving problems.anticipating and solving problems.

Make them look good!Make them look good!– Give upper management the credit.Give upper management the credit.

Follow up regularly to insure project is meeting Follow up regularly to insure project is meeting their needs as well as major stakeholders.their needs as well as major stakeholders.

Tips 1. Keep the meetings concise – ½ hour.Tips 1. Keep the meetings concise – ½ hour.2. Do not bring problems to the meetings 2. Do not bring problems to the meetings

without practical, implementable solutions. without practical, implementable solutions.

Tips 1. Keep the meetings concise – ½ hour.Tips 1. Keep the meetings concise – ½ hour.2. Do not bring problems to the meetings 2. Do not bring problems to the meetings

without practical, implementable solutions. without practical, implementable solutions.

Contract Administration 101Contract Administration 101

Contract AdministrationContract AdministrationTypes of contractsTypes of contracts– Fixed priceFixed price– Unit priceUnit price– Cost plusCost plus

Bottom line – a contract is a tool, not the Bottom line – a contract is a tool, not the answer. Pick the right type and use it to answer. Pick the right type and use it to your advantage.your advantage.

Pick the Best Contract Tool Pick the Best Contract Tool to Meet to Meet YourYour Needs. Needs.

Bottom line – a contract is a tool, not the Bottom line – a contract is a tool, not the answer. Pick the right type and use it to answer. Pick the right type and use it to your advantage.your advantage.



The most important skill.The most important skill.

Beyond supervising.Beyond supervising.

Learn from others.Learn from others.

Real leaders provide the vision and make Real leaders provide the vision and make the job rewarding and fun for everyone.the job rewarding and fun for everyone.

Tip – Use the power of GIS to keep people’s Tip – Use the power of GIS to keep people’s focus. Don’t forget to show the team andfocus. Don’t forget to show the team and

the stakeholders what their creating!the stakeholders what their creating!

Tip – Use the power of GIS to keep people’s Tip – Use the power of GIS to keep people’s focus. Don’t forget to show the team andfocus. Don’t forget to show the team and

the stakeholders what their creating!the stakeholders what their creating!

Thanks for ListeningThanks for Listening

R. Bruce Oswald, LAR. Bruce Oswald, LAJames W. Sewall CompanyJames W. Sewall Company

(646) 808-4070(646) [email protected]@jws.com

Documents

Keys for Successful GIS Projects