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Project Management: Project Management: Delivering Successful ProjectsDelivering Successful Projects

OLA Super ConferenceOLA Super Conference Friday January 30, 2009Friday January 30, 2009

Session # 1319Session # 1319

Frances GranoFrances Grano Susan KunSusan Kun Andy WillAndy WillSupervisor,

Projects & DevelopmentInformation Systems + Solutions

Town of Oakville

Manager, Woodside Branch Library & Adult Collections

Oakville Public Library

Project Manager,GTA Farecard Project

Town of Oakville

IntroductionIntroduction

•• Experience with PMDAG initiative (Project Experience with PMDAG initiative (Project Management Development Advisory Group) Management Development Advisory Group)

•• Internal project management initiativesInternal project management initiatives•• Intranet portal for templates and collaborative Intranet portal for templates and collaborative

toolstools•• Project management at Oakville Public LibraryProject management at Oakville Public Library•• Project management resourcesProject management resources•• QuestionsQuestions

What is a project?What is a project?

What is a project?What is a project?A series of A series of interrelated activitiesinterrelated activities with a with a specific goal specific goal

or end resultor end result and and specific start and finish datesspecific start and finish datesSource: Pinnington Training & Development, 2008Source: Pinnington Training & Development, 2008

What is project management?What is project management?The application of knowledge, skills, tools,The application of knowledge, skills, tools, and techniques and techniques

to meet the project requirementsto meet the project requirementsSource: Project Management Institute Source: Project Management Institute –– PMBOK 3PMBOK 3rdrd Ed. 2005Ed. 2005

Situational AnalysisSituational AnalysisStaff conducting projects started to recognize the need to Staff conducting projects started to recognize the need to

improve our project management processes.improve our project management processes.

•• Limited consistency in the project methods being Limited consistency in the project methods being applied.applied.

•• Pressure to deliver more with less. Limited resources, Pressure to deliver more with less. Limited resources, time constraints, and budget restrictions.time constraints, and budget restrictions.

•• Many projects were conducted by operational staff as Many projects were conducted by operational staff as supplemental work.supplemental work.

•• Often underestimate the impact of projects within a Often underestimate the impact of projects within a municipal environment.municipal environment.

•• Growing trend within project management field to build Growing trend within project management field to build core competencies within operational departments core competencies within operational departments instead of centralized project offices.instead of centralized project offices.

ObjectivesObjectivesWith the support of Senior Management, staff developed objectiveWith the support of Senior Management, staff developed objectives to s to

improve project management within the Townimprove project management within the Town

•• Further the TownFurther the Town’’s project management culture so that the value of s project management culture so that the value of effective, planned project delivery and best practices are effective, planned project delivery and best practices are incorporated into all project delivery scenarios incorporated into all project delivery scenarios

•• Provide Town staff with tools/templates to assist with projects Provide Town staff with tools/templates to assist with projects –– (i.e., (i.e., training, toolkits, intranet)training, toolkits, intranet)

•• Provide Town staff with support on projects. (i.e., mentoring, Provide Town staff with support on projects. (i.e., mentoring, PMDAG Team Project Management Development Advisory Group)PMDAG Team Project Management Development Advisory Group)

•• Create a corporate culture that embraces project managementCreate a corporate culture that embraces project management

ResultResult

The mandate of the Project Management The mandate of the Project Management Development Advisory Group is to further Development Advisory Group is to further the Townthe Town’’s project management culture s project management culture

and knowledge base.and knowledge base.

ApproachApproachIn order to achieve success and gain acceptance, In order to achieve success and gain acceptance,

a strategy was formed on the approach the a strategy was formed on the approach the group would take to introduce project group would take to introduce project management change:management change:

•• Advisory capacityAdvisory capacity•• Pull vs. Push approachPull vs. Push approach•• Build on successesBuild on successes•• CrossCross--department participationdepartment participation•• Recognition of the organizationRecognition of the organization’’s diversitys diversity•• Gradual, iterative processGradual, iterative process•• Operate as a Project/ProgramOperate as a Project/Program

PMDAG PMDAG -- ScopeScopeTerms of reference established to govern the groupTerms of reference established to govern the group’’s s

activitiesactivitiesIn Scope:In Scope:1.1. Operational Tool KitOperational Tool Kit2.2. Learning and DevelopmentLearning and Development3.3. Project Management EvaluationProject Management Evaluation4.4. Project Management GovernanceProject Management Governance5.5. Communications StrategyCommunications Strategy

Out of Scope:Out of Scope:1.1. Execution of organizationExecution of organization’’s projectss projects2.2. Controlling the quality of projects being conductedControlling the quality of projects being conducted

PMDAG InitiativesPMDAG InitiativesOngoingOngoing•• PM Framework PM Framework •• OPM3 Measurement OPM3 Measurement

(Organizational (Organizational Project Management Project Management Maturity Model)Maturity Model)

•• CommunicationsCommunications•• MentoringMentoring

CurrentCurrent•• TrainingTraining•• MeasurementMeasurement•• ‘‘ScopeScope’’

Project Management FrameworkProject Management Framework

OBJECTIVE:OBJECTIVE:To establish a To establish a Project Management FrameworkProject Management Framework that could that could be shared acrossbe shared across Town of Oakville, including templates and Town of Oakville, including templates and guidelines for all phases of project management.guidelines for all phases of project management.

KEY DELIVERABLEKEY DELIVERABLEEstablish a Establish a repositoryrepository for templates & guidelinesfor templates & guidelines•• To facilitate sharingTo facilitate sharing•• Master source of informationMaster source of information•• Knowledge baseKnowledge base

Project Management ProcessProject Management Process

PM Framework PortalPM Framework Portal

Phase 1 Phase 1 -- ConceptConcept

Phase 1 Phase 1 –– Concept Concept –– Business CaseBusiness Case

What level of PM to apply?What level of PM to apply?

·Level of project risk

·Level of budget required

·Level of internal resources used

·Level of external resources used

·Your stakeholder preference

The level of detail for project management discipline may depend upon:

PM PM LiteLite??WHEN SHOULD I USE PROJECT MANAGEMENT WHEN SHOULD I USE PROJECT MANAGEMENT ““LITELITE””•• The project management framework is a set of guidelines and tempThe project management framework is a set of guidelines and templates.lates.•• The framework can be used as a tool set to suit the needs for thThe framework can be used as a tool set to suit the needs for the size and e size and

complexity of your project.complexity of your project.•• NOT all NOT all ““LiteLite”” projects may mature into a true project; however the projects may mature into a true project; however the

framework will assist in providing strategic direction, ownershiframework will assist in providing strategic direction, ownership, needed p, needed funding and risk mitigation.funding and risk mitigation.

WHY USE PROJECT MANAGEMENT WHY USE PROJECT MANAGEMENT ““LITELITE”” DOCUMENTATIONDOCUMENTATION•• For For auditaudit purposes purposes -- should Town Management have any questions about should Town Management have any questions about

technologies or processes deployed there will be a documented trtechnologies or processes deployed there will be a documented trail that will ail that will substantiate the background of any work performed.substantiate the background of any work performed.

•• For For due diligencedue diligence review review -- -- should Town Management have any questions should Town Management have any questions regarding resources and/or funding allocated.regarding resources and/or funding allocated.

•• For prioritizing the For prioritizing the work planwork plan –– with a limited supply of internal resources with a limited supply of internal resources and a demand for resources exceeding the current capacity the and a demand for resources exceeding the current capacity the departments work plan must be planned and prioritized in order tdepartments work plan must be planned and prioritized in order to meet o meet Town expectations.Town expectations.

PM PM LiteLite Example: Simple ChecklistExample: Simple ChecklistProject Management “Lite” Checklist

Questions / Action Completed? Yes No Comments Sponsor identified?

• With funding? • With signing authority?

Stakeholders identified?

Resources identified? • Internal? External? • Financial? Human?

Which of the following documentation is required?

• Project Business Case • approvals

• Project Charter • scope, budget, timeframe

• Project Plan • task list

• Project Implement • Develop, test, train, release

• Project Closure • Long-term maintenance • Archive project information • Lessons learned

Has the official end of the project been communicated?

• Staff released? • Lessons Learned? • Effectiveness evaluated? •

Value to the OrganizationValue to the OrganizationProjects are becoming increasingly complex, visible and we Projects are becoming increasingly complex, visible and we

dondon’’t want them to failt want them to fail

•• Increase corporate and individual project management Increase corporate and individual project management

competency (certifications, industry best practices)competency (certifications, industry best practices)

•• Increase knowledge transfer across projectsIncrease knowledge transfer across projects

•• Consistent project management methodsConsistent project management methods

•• Planned and collaborative approachPlanned and collaborative approach

•• Greater project accountabilityGreater project accountability

Glen Abbey Branch LibraryGlen Abbey Branch Library

Glen Abbey Branch LibraryGlen Abbey Branch Library

Glen Abbey Branch LibraryGlen Abbey Branch Library

Glen Abbey Branch LibraryGlen Abbey Branch Library

Glen Abbey Branch LibraryGlen Abbey Branch Library

Glen Abbey Branch LibraryGlen Abbey Branch Library

Grand Opening: Glen Abbey Grand Opening: Glen Abbey Branch LibraryBranch Library

What we learned from the PM What we learned from the PM ProcessesProcesses

•• Stakeholders Stakeholders –– signsign--off, involvement in decision off, involvement in decision making process (Construction Projects)making process (Construction Projects)

•• Which processes has OPL used:Which processes has OPL used:•• Charters Charters –– ChildrenChildren’’s, Teen Advisory Groups, Teen Advisory Group•• Business Case Business Case –– for RFIDfor RFID•• Project schedules Project schedules –– Clearview Neighbourhood Clearview Neighbourhood

Branch Branch •• Lessons learned Lessons learned –– Glen Abbey Expansion ProjectGlen Abbey Expansion Project

OUR ADVICEOUR ADVICE

•• Begin by developing an awareness of what Begin by developing an awareness of what already existsalready exists

•• Create a repository of what existsCreate a repository of what exists•• Be clear and focused on the goals and Be clear and focused on the goals and

objectivesobjectives•• Analyze the goals and objectives of the projectAnalyze the goals and objectives of the project•• Use tools that work and are easy to understand Use tools that work and are easy to understand

by all stakeholders, i.e., PM by all stakeholders, i.e., PM LiteLite•• Engage your stakeholders early and oftenEngage your stakeholders early and often

ResourcesResources

•• Project Management Institute (Project Management Institute (www.PMI.orgwww.PMI.org))•• PMBOK (Project Management Body of Knowledge)PMBOK (Project Management Body of Knowledge)•• OPM3OPM3•• Local Chapters & Interest GroupsLocal Chapters & Interest Groups

•• Gantthead.comGantthead.com•• Other government agencies Other government agencies ––

•• Province of OntarioProvince of Ontario•• NASANASA•• US Department of DefenseUS Department of Defense

Thank YouThank You

•• Questions?Questions?