Just Enough Project Management

1. Just Enough Project Management The Backpackers Guide to Lightweight Project Management

2. Just Enough Project Management Course Outline • Background • Project Management and why we need it • Developing VCU’s PM methodology • Project Phases and Requirements • Definition • Planning • Monitoring and Control • Closeout • Questions & Discussion

3. Just Enough Project Management So, what are we talking about? • Project Management is: • The application of knowledge, skills, tools, techniques, people, and systems focused on meeting or exceeding stakeholder needs. • A discipline that will support the planning, implementation, tracking, and control of projects.

4. Just Enough Project Management What is lightweight project management? • Project Management’s body of accumulated technical knowledge can be overwhelming • Full blown PM (as advocated by the Project Management Institute) is great for building satellites and submarines • VCU needed a more agile PM methodology • PMI and PMBOK • VITA • Best Practices in Higher Education

5. Just Enough Project Management • VCU Project Management principles: • Requirements scale up with project complexity • Complexity is determined by cost, time, resources and risk • Project planning is essential but there is no one magic formula • Low overhead with high degree of flexibility for project managers • Focus on what’s important in our environment • Anything that does not work we will change

6. Just Enough Project Management Why do we even need a PM methodology? • Since July 1, 2008 VCU has operated as a Tier III institution under the Restructured Higher Education Financial and Administrative Operations Act • Greater autonomy and control in IT, but required to develop and follow our own policies, standards and procedures in four areas of IT management: • Security • Infrastructure, Architecture, Operations • Accessibility • Project Management and Auditing

7. Just Enough Project Management • The ‘A’ word… • VCU IT projects are subject to auditing by both Assurance Services and APA • Audit investigations will focus on: • Project planning • Project tracking • Status updates • Project governance • Use the Project Management Information and Tracking system and you will have those covered • If you don’t, then CYFA

8. Just Enough Project Management • Beyond the ‘A’ word… • A repository of project information with consistent metrics facilitates better managerial decision making • Organizations that implement and follow a disciplined project management approach realize significant improvements in project performance and customer satisfaction

9. Just Enough Project Management Proof is in the pudding… • Companies that implemented PM methodology achieved improvements of: • 80% better ROI • 20% reduction in project time • 30-35% more successful project delivery • Companies without one experience 74% project failure rate in achieving promised ROI, schedule, or deliverables Source: Forrester Research

10. Just Enough Project Management So, how do I know if it is a project? A temporary endeavor with an established beginning and end time that has a set of defined tasks and assigned resources, undertaken to deliver a unique information technology product, service or result.

11. Just Enough Project Management Congratulations, it is a project…now what? • Before you manage a project be sure you can answer these three questions: • What, when all is said and done, is the point of this? • Who in authority wants this to succeed, who can define success, and how will it be measured? • Who has the authority to make decisions and resolve issues, or will delegate their authority if needed?

12. Just Enough Project Management • The ultimate point of any IT project is to deliver a business improvement of some kind – be sure you can define what that will be • Just because a project is worthwhile does NOT mean it will be a success • Important to remember that not everyone will want the improvement – make sure you know who does and who does not • Recognize that Project Management is ultimately about managing people and change

13. Bonus Topic • Business Change Management • Analyze your stakeholders – who supports, who resists, and why • Degree of involvement – who will do what work and make what decisions • Metrics – by what measure will the sponsor decide if the project is a success • Training – how will business users do their work the new way • COMMUNICATIONS – LISTEN, INFORM, PERSUADE

14. Just Enough Project Management The Whos down in Whoville… Every VCU IT project must have a named: • Sponsor • Individual who makes the case for the project • Define project goals, secure resources, establish internal project priorities, and resolve intra- and inter-organizational issues and conflicts • Project Manager • Responsible for all aspects of the project’s performance

15. Just Enough Project Management Step 1 – Understand and Define the Project • Develop a Project Definition • Objective • Business Goal • Deliverables • Scope • Output is known as Statement of Work (SOW), Project Definition, Project Initiation Document, etc. • Purpose of project management is to insure the deliverables achieve the objective that realize the business goal

16. Just Enough Project Management The objective of this project is to build the software necessary to provide all VCU students access to their Financial Aid information via the Web. The project will be completed when, in six months, the software has been developed, tested, and demonstrated to comply with specifications. Training staff is within scope, but notification of students is not. The project will be successful when the software is in productive use and meets the performance goals established by the Financial Aid office.

17. Just Enough Project Management • PMO Web site has two Requirements Analysis documents* to help with project definition • To define your project: • Meet with Project Sponsor and primary business unit stakeholders • Perform a requirements gathering • Document, review, signoff • Avoids the ‘But-I-Thought-You-Were-Going-To’ syndrome

18. Just Enough Project Management • Using the results of the Requirements Analysis, determine the project’s complexity level using the Project Classification Worksheet* • Fast Track • Low Complexity • Medium Complexity** • High Complexity** • Project classification determines which plan components are required* ** Not covered in this course – contact PMO

19. Just Enough Project Management • At end of the Project Definition phase, insure you have: • Approved Project Definition/Statement of Work • Identified sponsor and decision-maker(s) • Budget Amount and Budget Code identified • Project Classification Level established • Plan components need to develop

20. Just Enough Project Management LAB # 1 - Develop the objective statement Request from CTE to implement electronic evaluations for all faculty by Fall semester Total budget $9000, total time 70 hours, one person from CTE and two from your unit Looked at three systems, chosen one just now on the market Vendor will provide installation services

21. Just Enough Project Management The objective of this project is to implement the software and hardware necessary to provide electronic evaluations of all teaching faculty via the Web. The project will be completed when, before the Fall 2010 term begins, the system has been installed, tested, and demonstrated to comply with specifications. The project will be successful when the software is in productive use and meets the performance goals established by the Center for Teaching Excellence.

22. Just Enough Project Management Who’s We, Kimosabe? • Step 2 – Build Your Team • ‘We’ versus ‘They’ • Make sure everyone required for project success is part of ‘we’ • Core Team and Extended Team • CT are committed and do heavy lifting • ET consists of SMEs, others minimally or moderately involved

23. Just Enough Project Management Hang Together or Hang Separately… • It’s important to remember that some team members are eggs and some are ham • As PM, focus on the hams to bring home the bacon • Every task and every team member is important, but not equally important • There’s a Critical Path and Critical People on every project – focus your attention on both

24. Just Enough Project Management Insert Tab A into Slot B… • Step 3 – Plan the Work • Conduct planning sessions to determine all the tasks required to accomplish the project’s objective • Do not get distracted by “when” - object is to identify all tasks that must be done regardless of order • Do not get distracted by “who” – assignment of tasks will be done later

25. Just Enough Project Management Fast Track Projects • Three or less personnel, $10K or less total cost, and 80 hours or less total time • Use the Fast Track Project Worksheet Template* on the PMO Web site • Minimal project information required on key tasks (maximum of five) • While FT projects may be small, the work still consumes resources and time

26. Just Enough Project Management Low Complexity Projects - Greater than 80 and less than 240 hours; greater than two and less than 10 personnel; greater than $10,000 and less than $100,000 • Work Breakdown Structure – WBS* • Goal is to break down all the work needed to accomplish the objective into short, straightforward tasks • First level, second level, third level tasks - it helps to be good at outlining • Focus on completing first level tasks first • You will need to update, revise, add, change tasks

27. Just Enough Project Management • WBS - continued • Identify milestone events – needed for PMIT and as something significant to celebrate • Do not hesitate to ask for help – SMEs, other PMs, team members, etc. • Steal good ideas – look at similar successful project plans in PMIT, on the Internet, etc. • If project scope encompasses multiple objectives, consider designating Team Leads to plan work tasks in specific areas • Balance is key – too fine a breakdown you will overestimate the schedule, too coarse and you will underestimate it

28. Just Enough Project Management Step 4 – Assign the Work • Fast Track projects – assign three or less personnel individual hours to the five or less tasks • Low Complexity projects – develop a Resource Breakdown Structure (RBS)* to assign all tasks the resources required to accomplish them

29. Just Enough Project Management Resource Breakdown Structure – RBS* • A multiple-to-one relationship between resources and tasks- many resources may be required for one task • People • Hardware/software • Facilities • Materials • Equipment • Document the role all personnel have in each task

30. Just Enough Project Management Step 5 – Schedule* the Work • Planning a schedule is an art, it is where you will earn your $ as a PM • First, determine how long a task SHOULD take if everything goes right • Then, think of all the things that could delay it • Pick something in the middle • If your WBS has the right detail, most tasks will take one – two weeks • Optimism and padding are your enemies

31. Just Enough Project Management Task Dependencies • Many tasks can happen in parallel • Some tasks depend on the completion of previous tasks before they can start (finish-to-start dependency) • The longest timeline through the project’s dependent tasks is called the Critical Path • Demark the CP with milestone events • Clearly identifiable • Deliver something tangible • Easier to track progress

32. Just Enough Project Management Step 6 – COMMUNICATE, COMMUNICATE, COMMUNICATE: Communications Plan* • Critical role for a PM during implementation • Know your audience • Tailor communications to them • Develop prototypes and review results • When in doubt, send it out - deliver bad news IMMEDIATELY • Status reports should convey not just what you’ve accomplished but highlight upcoming critical work and needed decisions

33. Just Enough Project Management Step 7 – Budget and Spending • Project budget is usually not PM responsibility • Spending plan* allocates budget: • Catalog everything the project must pay for and when • Hardware • Software • Services • Other • Break down into multiple plans if spending occurs throughout the project

34. Just Enough Project Management • Every project should have a contingency reserve set according to risk • It total spending in all plans exceeds total budget, you have two choices – more budget or less project • PM performance at a State sponsored institution of higher education is greatly measured by how well the budget is managed • If using outside vendor or consultant - managing them is key to controlling your budget

35. Just Enough Project Management Step 8 – Quality Management Test Plan* • The art of testing and developing a test plan • Decide what you need to test, when, and how • There are operational tests and functional tests • Operational verifies system components work • Functional verifies they work correctly • Every test should have a detailed test script so easy a caveman can do it • Every test will require testers and resources – identify them and make sure they will be available when the test is scheduled

36. Just Enough Project Management Testing Tips • System implementers do not make good testers • Identifying problems is why you test – do not attempt to suppress bad results • Insure you schedule the right personnel and sufficient time to review test results • Results of one test often drive the next • When in doubt, test again

37. Just Enough Project Management End of Project Planning Phase • All plan components are developed • Fast Track • Worksheet • Low Complexity • WBS • RBS • Schedule • Communications Plan • Quality Management Test Plan

38. Just Enough Project Management LAB # 2 – Develop a communications plan for the project in Lab #1 Request from CTE to implement electronic evaluations for all faculty by Fall semester Total budget $9000, total time 70 hours, one person from CTE and two from your unit Looked at three systems, chose one just now on the market Vendor will provide installation services

39. Just Enough Project Management Project Monitoring and Control -Status Updates • PM is required to update schedule, spending, scope in a Low Complexity project at least once every two weeks • More frequent updates may be needed depending on sponsor & stakeholder needs, nature of project and the project team • Goal is to track performance of tasks, expenditures, and any scope change requests • Focus on Critical Path and make adjustments quickly and decisively to stay on schedule and within budget

40. Just Enough Project Management Change Management • Any changes to the project’s budget or scope that exceed what the PM can cover with the contingency reserve should follow a formal process • Change Request • Sponsor Review • If approved, PM revises project plan accordingly, retains original version • Beware of scope creep…

41. Just Enough Project Management Issue Log* • During implementation you will have issues • Record every issue that takes longer than 24 hours to resolve • Describe the issue’s impact on the project and when it must be resolved to avoid that impact • If a decision is needed communicate the issue to the appropriate decision maker with options and a recommendation • Assign the responsibility for resolving the issue to one person

42. Just Enough Project Management • Once the issue is resolved, describe the resolution in detail – this can be valuable information for your fellow PMs • If decisions/actions are taken that you feel will ultimately diminish the project, record them and your concerns (be nice) • In situations where vendors or consultants play a major role in your project, consider having a jointly updatable issue log

43. Just Enough Project Management Thank God that’s over… • Closeout – the project (finally) ends • Use the Closeout Checklist* to verify: • All project tasks are 100% completed and any that are not have a resolution plan • Deliverables are accepted • All spending is completed and accounts reconciled • Production operational considerations are met • Scheduled training is complete • Documentation has been turned over • Project resources are returned • Record any Lessons Learned

44. Just Enough Project Management Course Take-Aways • Before you start make sure you can answer three questions: • What, when all is said and done, is the point of this (the business improvement)? • Who in authority wants this to succeed, can define success, and how it will be measured? • Who has the authority to make decisions, resolve issues, and/or delegate their authority?

45. Just Enough Project Management • Purpose of Project Management is to insure the deliverables meet the objective which accomplishes the business goal • Project Management is ultimately about managing people and change • Communication skills are critical • Listen • Inform • Persuade

46. Just Enough Project Management • Plan the work and work the plan • Understand that no plan is ever perfect and that changes will be needed • PM emphasis on Schedule, Budget, Communications • When tasks take longer than planned • Analyze what happened, why, and what could have been done to prevent it • Focus on Critical Path tasks – delay one, delay all • Learn and adjust the schedule accordingly • If the project is NOT on schedule and/or within budget - prepare your analysis of what, why, & what can be done

47. Just Enough Project Management Projects finish on time, within budget, and with all deliverables as promised when: • Everyone who has a task to perform knows exactly what they should do and when, and has the resources needed to do that task • Tasks are short enough that everyone has a sense of urgency to complete them on time • The PM is proactively monitoring CP progress and knows when tasks are at risk of being late • Corrective action is taken quickly and decisively • UPOD – Under Promise Over Deliver • PMO is here to help you succeed

48. Just Enough Project Management Questions & Discussion James Thomas jcthomas@vcu.edu 8-9954