Developing Collaborative Project Managers in IT

1. Developing Collaborative Project Managers in IT Presented by: Jane Bachand, PMO Analyst University of Connecticut Amy Baker, Chief Technology Officer West Virginia University Debbie Lauriano, Director IT App Devel University of California Davis

2. Overview • Welcome, purpose, format & introductions • The UConn Way– Jane Bachand • They UC Davis Way – Debbie Lauriano • The West Virginia University Way– Amy Baker • Open Forum (Your questions and/or your experiences)

3. University of ConnecticutHistory • Jim Lewis, outside PM consultant, trained key people in IT in 2002 on project management • Created a project management methodology implemented in 2004 • Began the Project Management Office (PMO) in UITS in 2005 • PMO Responsibilities • Establish & deploy consistent PMM • Build PM skills & competencies within UITS • Provide common, consolidated project reporting & metrics on executed projects

4. University of ConnecticutPerfect Profile: Technical, Analytical & Interpersonal • PMO does not provide PMs nor do we have full-time PMs • PMs are IT Directors, functional managers & technical staff, and maintain other workload • Many PMs are highly technical & thus great technical leads • Many PMs lack strong communication and organizational skills and have not had the opportunity to develop the necessary administrative and interpersonal skills needed in project management • Many projects fail due to inability to assess & document user requirements which we believe are a result of PMs with inadequate analytical skills as well as interpersonal skills

5. University of ConnecticutPerfect Profile: Technical, Analytical & Interpersonal continued • February, 2006, PMO developed 3-tier training plan for Project Managers • Outcomes are 6 training modules • Piloted basic level and will continue to train basic this fall & develop training for proficient level

6. University of ConnecticutFuture • 4-part model: Training, Modeling/mentoring, Supervision, & Experience • Monthly brown bag discussions with proficient and expert PMs • Utilization of our more successful PMs in the PMO (assist with training, planning, managing IT projects)

7. University of Connecticut Additional Resources • Charter template • Five phases of PMM • PM roles and responsibilities • Process for facilitating a Post Implementation Review • Kick-off meetings • Project plan template

8. University of California, DavisHistory • Failure of IT implementation drove us to Project Management in early 1990’s • PM Unit built based on increase in cross unit and cross functional projects & success of project management • Have 8 Project Managers in PM Unit • Because of our history, team members expect to work with Project Managers • Mature organization which shifts between program management & project management

9. University of California DavisPerfect Profile: Technical, Analytical & Interpersonal • Historically, looked for technical skills • Project Manager seen as a career path for technical staff & administrative support staff • Re-staffed the unit when had to increase by four positions • Did not promote from within as looking for seasoned PM’s for mission critical projects, with emphasis on analytical skills and change management • Perfect PM: technical background, excellent logic & analytical skills, & excellent interpersonal skills to work with clients, team & management

10. University of California DavisPerfect Profile continued • Pair the project manager with a strong technical lead or architect • PMs are resources for one another • Monthly meetings of PMs

11. University of California DavisFuture • Philosophy: can’t run projects with strict templates. Have expectations but allow PM to be creative • Work with Data Center resulted in adding new steps to encourage collaboration • Don’t assign any PM to any project. What to consider: technology, team members, culture, political environment, stake-holders & complexity of process

12. University of California DavisSummary • Recruit for staff with perfect qualities • Set up a structure for PMs to learn from one another • Match PMs to projects based on strengths • Monitor from management level to ensure following a methodology that encourages collaboration

13. University of California, DavisAdditional Resources • Project Manager job description • Project Management Methodology • Budget template • Project Kickoff sample • Project Risk Assessment template • Project Scope Check-off list

14. West Virginia UniversityHistory • Past Project Management was done by IT staff (4-5 years ago) very technically oriented resulting in • All communication to community was from OIT • Had limited input from functional unit • Decisions made were technical, not business based • Standards set by OIT with little functional input With Staff & faculty perceiving software/systems were forced on them by OIT • Had a pilot project to change the way we did PM (data warehouse project) • Emphasized inclusion of functional staff • Champion was functional unit/process owner • Had high communication, project still managed by OIT staff • Priorities were established by functional unit Resulting in well thought out system and project plan with technical aspects, communication, training and other needs being included in development • This proof of concept led to the formation of PMO in OIT to define standard and process with correct staff selected from existing staff

15. University of West VirginiaPerfect Profile: Technical, Analytical & Interpersonal • In PMO, do not provide PM for all IT projects but do have 2 Project Consultants. • Currently assigned PMs are the people suggesting the project and may not be best PM. Most are not trained PMs and lacking planning and communications • The Project Consultant is a good alternative for us because hiring dedicated PMs at this point in time is not plausible • What is looked for in Project Consultants • Communication and interpersonal skills • Broad technical knowledge • Strong customer service background

16. University of West VirginiaFuture • PMO still in early development with focus on tracking project plans and resource management at higher level • Past year focus has been on portfolio management tool • First year for project consulting role, thinking of student interns • Goal is to establish policies, procedures, support and documentation • Do not have a single project methodology but do plan to develop standards • Working to identify long term goals of PMO

17. West Virginia University Additional Resources • Project concept document • PMO roles and responsibilities • Project Consultants roles and responsibilities • Strategic Oversight Committee Information (charter, members, prioritization criteria) • Currently developing: Project score card & standard definitions for daily support and effort projections & reporting

18. Contact List • Jane Bachand, PMO Analyst, University of Connecticut, jane.bachand@uconn.edu • Amy Baker, Chief Technology Office, West Virginia University, Amy.Baker@mail.wvu.edu • Debbie Lauriano, Director IET Application Development, University of California Davis, dalauriano@ucdavis.edu • For a copy of this PowerPoint: pamela.heath-johnston@uconn.edu

19. Your Questions &/or Experiences