Project Management Information and Tracking Advanced Concepts

1. Project Management Information and Tracking Advanced Concepts Office of Technology Services Project Management Office

2. Agenda • PMIT Reporting & Analysis • Project Team Dynamics • Project Case Study • Initiation • Planning • Execution and Control • Closeout • Questions/Discussion

3. PMIT Architecture Two components: • Data Input • ASP.Net application, SQL/Server database • Reporting and Analysis • SAS Enterprise Business Intelligence tool

4. PMIT Reporting and Analysis SAS Enterprise Business Intelligence • Log in to the MyVCU Portal • Select VCU Reporting Center • SAS EBI has similar look and feel to Windows • Internal security determines what reports user can run • Folder for Project Management in every Technology Services staff user profile • Operational, managerial, and strategic reports are parameter-driven and customizable by the user • Output can be directed to browser, or downloaded as files to workstation

5. PMIT Reporting and Analysis Real-time self-service reporting on PMIT data • Project Managers can look at existing project assignments to prevent staff scheduling conflicts • TS staff can get information on their individual project assignments – tasks, schedules, roles and deliverables • Management can monitor project status on their own without PM involvement

6. PMIT Reporting and Analysis Demo Reports • Project Assignments – used to search for staff availability • Traffic Light – used to monitor project status • Upcoming Events – used to prepare a list of future tasks for one project, or all projects in a unit

7. Project Team Meetings • Team meetings are unavoidable and needed • Keys to conducting good meetings: • Ask for topics from all attendees • Distribute your agenda in advance • Address the most important issues first • Action items from the last meeting!! • Make the meetings decision forums • Get feedback – poll the team on how to get the most out of future meetings

8. Project Team Meetings • Don’t be a Meek Moderator • Stick to the agenda • Keep to the schedule • Set rules about technology tinkering • Don’t be shy about reining in ramblers & philosophers • Solicit input from less-vocal attendees – i.e. females • Summarize meeting results at the end, including any dissentions • List action items, responsibilities, and timelines • Record meeting minutes and make available to all key stakeholders

9. Project Team Decisions Achieving consensus and decision-making • Goal is to arrive at the best solution, it does not matter who suggests it • Seek any and all ideas first • Then, evaluate them one at a time • Ask for any new approaches that may be combinations of the best suggestions • Always ask what can go wrong & how to measure effectiveness • Preserve and protect the team’s human dignity

10. Project Case Study - Initiation • Describe the characteristics of the product or service expected from the project. • Analyze the project’s requirements, identify potential solutions, determine the technical and economic feasibility of each, compare and select the best solution. • Develop the project proposal • What is to be done • Why is it to be done • How is it to be done • How much risk is involved

11. Project Case Study LAB

12. Project Case Study - Planning Low Complexity Project • Project Information • Title • Description • Start Date • End Date • Sponsor and Dept • WBS • Work Tasks • Description • Responsible Unit

13. Project Case Study - Planning • RBS • Resource Category • People Inside VCU • People Outside VCU • Software • Hardware • Training • Materials • Supplies • Equipment • Facilities

14. Project Case Study - Planning • Assigned Resource • Responsible Role • Assigned Time • Schedule • Task Start Date • Task End Date • Time to Complete • Milestone Event

15. Project Case Study - Planning • Communications Plan • Title • Author • Purpose • Audience • Distribution Vehicle • Frequency

16. Project Case Study - Planning • Quality Management Test Plan • Title • Description • Start Date • End Date • Responsible Testers • Required Resources • Budget Plan • Total Budget • Hardware Budget • Software Budget

17. Project Case Study - Planning • Services Budget • Other Budget • Contingency Reserve • Comments • Spending Plan • Expenditure Period Begin Date • Expenditure Period End Date • Hardware Spending • Software Spending • Services Spending • Other Spending • Comments

18. Project Case Study - Planning • Medium Complexity • Project Information • WBS • RBS • Schedule • Communications • Quality Management Test Plan • Budget Plan • Spending Plan • Quality Management IV&V • Risk Plan

19. Project Case Study - Planning • Quality Management IV&V • Description • Start Date • End Date • Reviewer • Required Resources

20. Project Case Study - Planning • Risk Plan • Description • Probability • Impact • Weight • Mitigation Strategy • Mitigation Description • Timeframe Begin Date • Timeframe End Date

21. Project Case Study - Planning High Complexity • Project Information • WBS • RBS • Schedule • Communications Plan • Quality Management Test Plan • Quality Management IV&V Plan • Budget Plan • Spending Plan • Risk Plan • Procurement Plan • Change and Configuration Management Plan • Performance Plan

22. Project Case Study - Planning • Procurement Plan • Item • Responsible Person • Method • Delivery Date • Delivery Location • Change and Configuration Management Plan • Control Item • Change Process • Changed Version • Current Version • Change Description

23. Project Case Study - Planning • Performance Plan • Business Objective • Performance Goal • Methodology • Start Date • End Date • Responsible Persons • Reports • Deliverable • Deliverable Description • Acceptance Criteria

24. Project Case Study – Execution and Control • PM’s primary focus during E&C phase is on • Schedule • Budget • Scope • Monitoring all three, updating status in PMIT, adjusting plans accordingly, and recording/resolving issues

25. Project Case Study - Closeout Closing a Project • Follow guidelines in the Project Closeout Checklist on the PMO Web site • Obtain sponsor acceptance of the deliverable(s) • Document any open issues that need to be resolved • In PMIT, list My Projects, then select the project and Close • REMEMBER - once closed, project information cannot be updated • Closed projects are no longer included in management reports

26. PMIT Advanced Concepts Course Take-Aways • VCU Reporting Center (SAS EBI) provides real-time analysis and reporting of all project data in PMIT • Reports are available for operational, managerial, and strategic purposes that all staff can run • Project team meetings are necessary – it’s the PM’s job to make sure they are productive • Project planning is an art form – like a picture with many artists

27. PMIT Advanced Concepts • Your skills in listening and putting the needs of others above our own needs are key to getting the best team decisions • The most effective project teams have a very high level of human dignity where all members are valued and respected • You are now ready to work with your mentor and undertake the management of a Fast Track or Low Complexity project • Contact the PMO for any assistance you require I Wish You All Good Luck!!!

28. PMIT Advanced Concepts Questions/Discussion James C. Thomas Project Management Office 8-9954 jcthomas@vcu.edu