PennsylvaniaPennsylvania Digital Government SummitDigital Government Summit Project ManagementProject Management

Jan MaharBusiness and Career SolutionsInformation Sciences and Technology, Penn State

Ed UravicDivision of Enterprise Project ManagementOA Office for Information Technology

SCHOOL OF INFORMATIONSCIENCES AND TECHNOLOGY

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Why care?

25% of gross product spent on projects( PMI Project Management Fact Book 2001)

United States = $2.3 trillion Worldwide = $10 trillion

IT projects’ spending worldwide:(Forrester Research)

Increased 4% from 2003 to 2004 ($752 billion) Project 5.5% from 2004 to 2005 ($795 billion)

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Success of projects (CHAOS ’03 from Standish Group International)

0% 20% 40% 60% 80% 100%

2008

2004

2000

1998

1996

1994

SucceededFailed Challenged

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Why projects FAIL … (CHAOS ’03 from Standish Group International)

0

50

100

150

200

250

1994 2000

Percent Overrun

Time

Cost

Scope

46% of 2003 challenged projects had less than 20% over cost.

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Why projects FAIL … (Information Technology Project Management by Kathy Schwalbe)

• Client Involvement

• Ill-Defined Requirements(Scope changes, Incomplete WBS, Cost estimates)

• Top Management Support

• Poor Management (Resources, Data collection, Underestimate scope, ‘team ‘spin-up’, implementation needs)

• Project team Responsibilities (Three-Sphere Model of Systems Management Organization Frames)

• Personnel Issues (Attendance, Stakeholders, Project Manager Skills)

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Three-Sphere Model (Information Technology Project Management by Kathy Schwalbe)

3 Sphere Model of Systems Management:

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Stakeholder AnalysisStakeholder Analysis (Information Technology Project Management by Kathy Schwalbe))

Project Manager need to IDENTIFY his STAKEHOLDERS ...

Shawn Ruth Madhavi Brian

Title in Organization Internal Senior Mgmt

Project Team Project Team Project Mgr for other projects

Role in Project Sponsor & co. founder

DNA sequence expert

Lead Programmer

Competitor for resources

Unique Facts Quiet, demand likes details, MBA Stanford

PhD in biology, easy to work w, has toddler

Very smart, weird humor

Nice guy, oldest at co., 3 kids in college

Level of Interest Very high Very high High Low

Level of Influence Top, call shots SME, critical Hard to replace

Low

Suggestions to manage relationship

Keep informed, let him lead talk

Allow work < home, lead tests

Emphasize stock options

I can learn from him

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Project ManagerProject Manager (Information Technology Project Management by Kathy Schwalbe)

SKILLS

• Communicate, Organize, Team Build, Lead, Cope, Tech

• Putt’s Law & the Power of Two

PROFESSION

PROJECT MANAGEMENT

• History

• Certifications

• Buzz words: ERP, PPM, KM, CRM

PMO JUSTIFICATION: (CIO wbesite, 7/2/03)

• 46% increase of ‘successful’ projects

• Implement standards, Increase cust sat & employee productivity

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Project Management ->

Program Management ->

Portfolio Management

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Project & Portfolio Project & Portfolio ManagementManagement

What’s Driving the Need for PPM Solution? Alignment of IT to Business Objectives Prioritization of projects based on importance to the business Call for accountability or regulatory compliance requirements Overall improvement of communication between IT and the business

Key Themes and Drivers of PPM: Call for a more “Agile Government” IT Governance and Management Compliance/Regulatory Demands Alignment of IT to the Business (later under Communication Pitfalls) Identification of Cost Reduction Sources Increase of “Collaborative-sourcing” - - part employees mixed with part

outsourcing

..OR just business as usual !!!

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PPM – What You Get in ReturnPPM – What You Get in Return

Value of IT Projects

Speed of

Decision making

Effective IT Project Prioritization

Effective IT Project Prioritization

Effective IT Project Prioritization

Quality of

Decision making

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Questions ???Questions ???

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Common Pitfalls in PMCommon Pitfalls in PM

Based on PMI’s Knowledge Areas::

CORE: FACILITATORS:

* Scope * Human Resources

* Time * Communication

* Cost * Risk

* Quality * Procurement

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SCOPE’sSCOPE’s Common Pitfalls

• “Scope creep”

• Unaware of Triple Constraint

• Techie Heaven

• Executive whims for ‘greatest’ new fad

• Timing of User Involvement

• “Kill Points”

•“ Chunking”

• “Scope axe”

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TIME’sTIME’s Common Pitfalls

• Estimating Durations

• Tracking Actuals

• Percent complete

• Multiple baselines

• Reacting with ‘what ifs’

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COST’sCOST’s Common Pitfalls

• Recognizing “Lucky” and “Lousy”

• Why go with COTS (Commercial Off-The Shelf) software

• Overruns

• Communicating

• Understanding

• Law suit potentials

How do you estimate the effort (cost & schedule) prior to committing to a project?

When should you revisit during project’s life cycle?

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QUALITY’sQUALITY’s Common Pitfalls

• 4th Project Management Constraint

• Further defining of Scope

• Effects, such as lost productivity

• Tools:

• Six Sigma

• 5-phase improvement method

• Perfections

• Business Process Mgmt (BPM)

• ISO 9000

• ISO 15504 (SPICE) for software assessment

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RISK’sRISK’s Common Pitfalls• Organization’s & personal “risk tolerances”

• Negative risk conditions - Common sources

• Tools:

• The “P/I” Matrix, “Top 10 Risk Item Tracking”

• Response Strategies for + and - risks

• - Avoid * - Accept

• - Transfer * - Mitigate

• + Exploit * + Share

• + Enhance

Is the word corporate governance just a buzz word or are there any companies following it and experiencing good results?

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COMMUNICATION’sCOMMUNICATION’s Common Pitfalls

• Prime reason CEOs dissatisfied with IT & their CIOs (Gartner Executive Programs & Mckinsey’s Club Informatique des Grandes Entreprisers Francaises

• Types of Process Planning

• Types of Mediums’ PROs and CONs

• Tools:

• Algorithm for optimum number of channels

• “Generous Listening”

• Paying Attention

• Replication

• Recreation

• Co-creation

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HUMAN RESOURCE’sHUMAN RESOURCE’s Common Pitfalls• Erroneous Productivity Measurements

• Focus emphasis on ‘I’nformation VS ‘T’echnology

• Tools:

• RACI Charts (Responsible, Accountable, Consultant, Informed)

• Responsibility Assignment Matrix with Stakeholders or WBS

Accountable, Participant, Review Rqd, Input Rqd, Sign-off Rqd

A B C D E

Unit Test S A I I R

Integration Test S P A I R

System Test S P A I R

User Acceptance S P I A R

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Questions regarding Questions regarding Project’s Common Pitfalls ?Project’s Common Pitfalls ?

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Additional PM ThinkingPM Thinking

1. Six Strategies (Stephen Warren, FTC)

• Plan Ahead (ex: vet vendors)• Think in chunks (manage better & focus on deliverables)• Share risk (performance-based contract with vendors) • Work together (business and IT collaborate from the start) • Test as you go (developers & testers synced)• Consider layers (N-tier architecture ->

flexible & asynchronous processing)

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Additional PM ThinkingPM Thinking2. Ten Mantras - 10 ‘P’s (Manjiri Kalqhatqi)

Planning PersistencePeople PerfectionProcesses PrecautionPrudence PracticePatience Professionalism

3. Full Governance VS ‘govern once’ (S. H. Cramm, Leadership & Management Research Center)

Doing the right things the right way at the right time!

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Additional PM ThinkingPM Thinking

4. Critical Chain PM (CCPM) (from Dataquest)

• Invented in 1997 • Resulting in 10 to 50% cheaper &/ faster• Based on:

• Common sense and reality• How people work most effectively• Minimum schedule complexity with acceptable risk• Proven Theory of Constraints• Simple proven methods• Software accessible to everyone• Multiple projects can share resources

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Additional PM ThinkingPM Thinking

5. 5. CHAOS TEN - with weighted significance / - with weighted significance / riskrisk (from(from Extreme CHAOS)

• Executive SupportExecutive Support 1818• User InvolvementUser Involvement 1616• Experienced P MgrsExperienced P Mgrs 14 14 • Clear Bus ObjectivesClear Bus Objectives 1212• Minimized ScopeMinimized Scope 1010• Std Software InfrastructureStd Software Infrastructure 8 8 • Firm Basic ReqtsFirm Basic Reqts 6 6• Formal MethodologyFormal Methodology 6 6 • Reliable EstimatesReliable Estimates 5 5• OtherOther

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Recipe for Project SuccessRecipe for Project Success• Reduce requirements to bare minimum• Provide constant communication …

with Collaboration Mgmt Scope self-selected Activities self-coordinated, expedited, documented where Project Manager’s top traits are

Multilingual Gatekeeper Maestro Cattle Driver

Clark Kent• Standard infrastructure• Good stakeholders• Iterative development process• PM tools and adherence to key role

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GOLDEN NUGGETGOLDEN NUGGET for project’s success

Newest data shows ...

FORMULA = < 4 people < 4 months < $500K

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Questions ???Questions ???

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Pennsylvania INTIATIVES

Where we were BEFORE Agencies …• Were on their own silos• Depended on vendors• Separately spent money on similar software, hardware, applications

Where we are NOW …• Working together• Leveraging existing resources• Using deliverable-based procurement’• Using enterprise architecture• Using Communities of Practice• Using an enterprise PM methodology

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Pennsylvania INTIATIVES

Where we are GOING …

• Shared services

• Standards and tools for project & portfolio mgmt

• More training for project management

• Training for system development and reqts mgmt

• Careers for project managers

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Pennsylvania INTIATIVES

What you should do …

* Learn about – and use – EPMM

* Take advantage of the training opportunities

* Know your Agency Account Manager

* Get involved and collaborate with your colleagues

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Questions ???Questions ???

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THANK YOUTHANK YOU