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Maximizing Project Management in Technology: Tools and Techniques at ISU Ed Vize and Dean Plumadore Agenda

Explore project management methodology, differences between PM and ITIL, matrix management, lessons learned, and portfolio planning. Understand the importance of temporary project groups and the role of a project manager in executing projects efficiently. Gain insights into the triple constraint process areas and process phases of a project. Learn about knowledge areas like integration, scope, time, cost, quality, and human resource management. Discover the distinctions between PM and ITIL and how they contribute to service building and support. Analyze the benefits of project lessons learned and portfolio planning for successful project execution.

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Maximizing Project Management in Technology: Tools and Techniques at ISU Ed Vize and Dean Plumadore Agenda

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  1. Project Management in Technology at ISU Ed Vize and Dean Plumadore

  2. Agenda • Introduction to Project Management Methodology • PM and ITIL-What is the difference? • Matrix Management and how a PM fits • Project Lessons Learned-What are they and how do they help? • Portfolio Planning and Prioritization

  3. What is a Project? • It’s a temporary group activity designed to produce a unique product, service or result. • Why is this important?

  4. Typical Project

  5. Project Management Book of Knowledge (PMBoK) • Project Management Institute (PMI) created and maintains standards. • Project Management is the application of skills, knowledge, tools, and techniques to meet the needs and expectations of stakeholders of a project. • Project management guides projects through a process to improve predictability and prevention of risk, not recognition and reaction. • Common definition “The disciplined, structured, and organized application of common sense to manage a temporary effort”.

  6. What does a Project Manager Do? • Applies knowledge, skills, and techniques to execute projects effectively and efficiently.

  7. Triple Constraint

  8. Process Areas 5 Process Phases of a project: • Initiation • Planning • Executing • Monitor and Control • Closing

  9. Knowledge Areas • Integration Management • Scope Management • Time Management • Cost Management • Quality Management • Human Resource Management • Communications Management • Risk Management • Procurement Management

  10. PM and ITIL-What is the Difference? • PM is a method of building a service. • ITIL is a method of supporting the service. • ITIL begins about where PM ends. • Project Managers should be familiar with ITIL Service Design and Service Transition. • Project needs to create a Service Design Package for Service Operations.

  11. An answer to the relationship

  12. Another answer….

  13. Matrix Management • Functional management (Traditional) • Projectized management (very new) • Matrix management (kinda where we are)

  14. Comparison

  15. Project Lessons Learned • What did you learn to make the next project better? • How do you document those items? • Example with Security Camera Plans. • Progressively more complex plans • Why?

  16. Began here……2008 Lots of emails To-Do lists Little documentation “we just know” “Lots and lots of things in my head”

  17. Then here….2009-10 More documentation for installation, etc. “less in my head”

  18. And then…..2011 • Templated document with: • Needs • Assumptions • Risks • Team membership • Document updates • Timeline with responsibilities • Site specifics with pictures and text “even less in my head”

  19. Now…..2013 Template includes (5 cams, 12 pages) • 10 needs • 12 project assumptions • 7 Risks • 20 Timeline items • Financial Budget template/calculator • Storage/bandwidth template • Location information template, floor plans, pics • Appendix for Vendor info, ISU PD site survey suggestions, asbestos review, etc. “not so much in my head”

  20. Portfolio Planning and Prioritization

  21. Portfolio Management • Pipeline Management • Resource Management • Change Control • Risk Management

  22. Portfolio View

  23. Benefits to Portfolio Planning • Select projects with scope that supports the organizational goals. • Balance demand with capability and capacity. • Ensure projects are prioritized appropriately. • Projects remain aligned with customer goals throughout their execution. • Projects receive the support and oversight needed to be completed successfully. • Switch Priorities and redeploy resources quickly.

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