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Managing Enterprise Processes

Managing Enterprise Processes. Aligning Resources. Providing Data-Informed Analyses. Project Management Training. Building Project Execution Capabilities at the FBI Day 1. Resource Planning Office. June 19, 2013. UNCLASSIFIED. UNCLASSIFIED. MODULE 1. UNCLASSIFIED. UNCLASSIFIED.

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Managing Enterprise Processes

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  1. Managing Enterprise Processes Aligning Resources Providing Data-Informed Analyses Project Management Training Building Project Execution Capabilities at the FBI Day 1 Resource Planning Office June 19, 2013 UNCLASSIFIED

  2. UNCLASSIFIED MODULE 1 UNCLASSIFIED

  3. UNCLASSIFIED INTRODUCTION UNCLASSIFIED

  4. UNCLASSIFIED Introductions & Expectations Thank you for coming. Please let us know the following: • Your name • Your organization • Your level of project management experience: • No experience in PM (never touched a project before) • Limited experience in PM (been on a few projects) • Experienced in PM (been on and/or led several projects) • Expert in PM (regularly run complex projects) • What you would like to learn from this course UNCLASSIFIED

  5. UNCLASSIFIED Course Objectives • Build skills as FBI managers leading projects by helping you understand project management principles. • Develop the organizational capability at the FBI for project management by providing a standardized way of executing projects. • Increase the use of critical project management tools. • Improve completion rates and outcomes for key projects at the FBI. UNCLASSIFIED

  6. UNCLASSIFIED High Level Course Outline Module 1: 9:00-11:00 Module 3: : 9:00-11:00 • Introduction • Project Management Background • PM Group Discussion: Initiate • PM Exercise: • Completing the Project Approval Form • PM Process Group Review • PM Group Discussion: Plan • PM Exercise: • Completing a Work Breakdown Structure and a Project Schedule • PM Process Group Review • PM Group Discussion: Execute & Monitor • PM Exercise: • Creating a Communication Template • Reporting Progress • PM Process Group Review • PM Group Discussions: Close • PM Exercises: • Capturing Lessons Learned Module 2: 1:30-3:30 Module 4: 1:30-3:30 UNCLASSIFIED

  7. UNCLASSIFIED Tips to Using this Guidebook Bright Idea. An idea or tip worth considering for your organization Pitfall. Something that could take you or your team off track. Key Form. An essential form to be used in the project management process. Additional Information. Source for more information on this topic. UNCLASSIFIED

  8. UNCLASSIFIED PROJECT MANAGEMENT BACKGROUND UNCLASSIFIED

  9. UNCLASSIFIED The Project Management Triangle The Project Management Triangle1 MONEY TIME SCOPE Source: 1Kerzner, H., Project Management: A Systems Approach to Planning, Scheduling and Controlling. UNCLASSIFIED

  10. UNCLASSIFIED Project Management Today • The Project Management Institute (PMI) is the recognized professional organization that captures and communicates standards associated with project management • Maintains the Project Management Body of Knowledge (PMBOK) • Tests for and confers the Project Management Professional (PMP) designation • Advances research and practice on project management globally • Any meaningful training or education pertaining to project management should be grounded in the PMBOK. UNCLASSIFIED

  11. UNCLASSIFIED Top Reasons Why Projects Fail A project is considered a failure when it has not delivered what was required, in line with expectations. There are several common causes of failure: • The wrong business requirements have been addressed • It's not possible to deliver the business case • Governance is poor (e.g. sponsorship) • Implementation is poor (i.e. limited discipline) • The environment changes (e.g. business needs) All of these reasons for failure can be controlled by good project management! Source: Mindtools, Ltd, 2013 UNCLASSIFIED

  12. UNCLASSIFIED Basic Project Management Definitions 1 1 1 1 1 2 2 2 2 2 3 3 3 3 3 4 Project Management 4 4 4 4 5 5 5 5 5 Project: A temporary endeavor undertaken to create a unique product, service or results. Key Point: Temporary and Unique Project Management: The application of knowledge, skills, tools and techniques to project activities to meet the project requirements. Key Point: Specialized Knowledge Project ManagementProcess Group: The collection of constituent project management processes that are linked by respective inputs and outputs where the results or output of one process becomes the input to another. Key Point: Five Process Groups Portfolio Management: A collection of projects and other work, grouped to facilitate effective management to meet strategic business objectives. Key Point: Group of Projects Project Management Process Group New Case System Leader Curriculum Deploy IPM “Going Dark” SMS Refresh Project Portfolio Source: Project Management Institute, Project Management Body of Knowledge, Fourth Edition. UNCLASSIFIED

  13. UNCLASSIFIED Project Management Process Groups There are five project management process groups: • Initiating Processes: performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase. • Planning Processes: required to establish the scope of the project, refine the objectives, and define the course of action required to attain the objectives that the project was undertaken to achieve. • Executing Processes: performed to complete the work defined in the project management plan to satisfy the project specifications. • Monitoring and Controlling Processes: required to track, review, and regulate the progress and performance of the projects; identify any areas which changes to the plan require; and initiate the corresponding changes. • Closing Processes: performed to finalize all activities across all process groups to formally close the project or phase. Source: Project Management Institute, Project Management Body of Knowledge, Fourth Edition. UNCLASSIFIED

  14. UNCLASSIFIED Project Management Process Groups Using the five project management process groups as a backdrop, we will focus on critical tools needed to improve FBI project management effectiveness. The tools we encourage you to use are listed in red. Initiate Plan Execute Monitor Close Overview Tools / Templates Source: Project Management Institute, Project Management Body of Knowledge, Fourth Edition. UNCLASSIFIED

  15. UNCLASSIFIED PROJECT MANAGEMENT PROCESS GROUP Initiate UNCLASSIFIED

  16. UNCLASSIFIED Importance of Project Initiation Initiating a project is a critical first step in getting the project started. During initiation the following activities generally occur: • Evaluating the ‘business need’ or ‘business case’ for the project; • Agreeing on a general approach for the project; • Identifying people that will be involved with or affected by the project; • Considering the project documentation to be prepared; • Deciding whether or not to develop a detailed project plan. UNCLASSIFIED

  17. UNCLASSIFIED Discussion Question ? Discussion Question: What do you think the most critical activities are in project initiation? UNCLASSIFIED

  18. UNCLASSIFIED Critical Initiation Activity: Project Approval Before any project is launched—regardless of size—it should be completely understood and approved by the executive accountable for its success. Why is gaining approval so important? There are several reasons: • There needs to be agreement among stakeholders of what the ultimate objective of the project is; 2. The full requirements of the project are completely understood in advance of launch; 3. All of the pertinent initiation information such as intent, description, known issues, risks, stakeholders, major milestones, cost data and team information should be identified and fully considered. UNCLASSIFIED

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