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Managing an Enterprise GIS Project: Create a Manageable Plan

Managing an Enterprise GIS Project: Create a Manageable Plan. Mirjam Stadelmann mstadelmann@esri.com. Topics. Why do we plan What do we plan How do we plan Planning for project completion. Why Do We Plan?. Because things change…. Proposal. Project. Examples…. Why Do We Plan?.

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Managing an Enterprise GIS Project: Create a Manageable Plan

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  1. Managing an Enterprise GIS Project: Create a Manageable Plan Mirjam Stadelmann mstadelmann@esri.com

  2. Topics • Why do we plan • What do we plan • How do we plan • Planning for project completion

  3. Why Do We Plan? Because things change… Proposal Project Examples…

  4. Why Do We Plan? Because our expectations of the project may be different… What you think What the client thinks

  5. Timely, clear, complete Planning Depends on Communication

  6. Think of Planning as a 3-Step Process • Benefits • Strategy • Priorities • Boundaries • Expectations • Milestones • Life Cycle • Scope • Schedule • Budget • Resources Business Case Action Plan Detailed Plan

  7. Vision SettingDevelop a Business Case

  8. The Business Case – Who Needs to Be Involved

  9. The Business Case – Questions to Ask

  10. WHO are the USERS… ….and what are their business needs Providing value through GIS technology Its all about business objectives

  11. Understand Your Organization’s Focus in the Context of GIS Patterns

  12. Using the ArcGIS Platform to Transform Your Business Device Desktop Web Initial Operating Capability Integrated Enterprise System Portal Server Online Content and Services Business Systems

  13. Understand Where You Are in Your Implementation

  14. Action Plan

  15. So You Have a Business Case…What Next?

  16. What to Include in the Action Plan Scope of the program Priorities Initial operating capability Later stage capabilities Time frames and milestones Resource needs Cost estimate

  17. Detailed Plan

  18. Why Develop a Detailed Plan? • Defines the Project Execution Roadmap • Project life cycle • Deliverables • Timing, sequence of events • Resources • Communications • Defines when you are done • Quality expectations • Acceptance Criteria Cost Time Solution Scope

  19. Build the Right Plan for the Project • Adapt management style to the project • What project life cycle? • What phasing strategy? • How to organize your team? • Are partners involved? • Decide on relevant communications • Progress, customer engagement, acceptance, change • Organize your plan around a detailed schedule

  20. Choosing an Implementation Life Cycle Incremental Deliveries Sequential Steps Waterfall Plan Staged Design Develop Test Prototypes Multiple Iterations Deploy Maintain Sprints, Spirals Agile/Scrum

  21. How Requirements, Technology Affect your Choice Far from agreement Anarchy Requirements Complex Complicated Simple Close to agreement Close to certainty Farm from certainty Technology

  22. How Requirements, Technology Affect your Choice Far from agreement Certain Disaster Anarchy Requirements Agile Complex Complicated Waterfall Simple Close to agreement Close to certainty Far from certainty Technology

  23. When do these Models Work Best? Waterfall Staged Delivery Agile • Several applications • Prototypes expected • Flexible scope, deliverables • One or several applications • Clear requirements • Fixed deliverables • Single application Scope, Technology, Contract • Small size, short duration project • Medium or large size, mid to long duration • Any size or duration project Size, Duration • Capacity, resources, and environment to support multiple releases • Customer EXPECTS collaboration • Stable, experienced project team • Limited capacity, resources, and environment • Frequent turnover on project team Capacity, Capabilities, Environment

  24. Multiple Phases is Best on Large Projects • Breaks the projects into workable pieces • Use “scope boxes” or “time boxes” • Define requirements and workflows • Complete workflows in each spiral • Show tangible progress • Communicate overall plan • Use tools like MS project • Dashboard • Basemaps • Editor • Editing Database • Reports • Publication Database Integrate with Business Systems Phase 1 Phase 2 Phase 3 Phase 4

  25. Development Project Team Roles • Developers • Database Analysts • UI Specialist Core Team Collaboration QA/Testing/ Release Management Analysis / Design • SMEs • Business Analyst • Usability Expert • Data Architect • System Architect Technical Lead Project Manager Release Manager • Testers • Build Specialist • System Support • Configuration Manager • Technical Writer Extended Team Roles Project Oversight

  26. Teaming Partners Involve More Logistics • How do incorporate them in the “business rhythm” • Synchronizing schedules • Review of deliverables

  27. How to Plan for Effective Communications • Match style, content with audience, message • Plan for customer involvement at ALL stages • Business Rhythm • Remain in SELL mode • Consider sponsor, stakeholders • Plan for review milestones • Visibility, tangible progress

  28. Use a Work Breakdown Structure (WBS) Tasks How to Build a Bicycle Subtasks

  29. Accuracy of charging Ease of charging Too few Too many Ease of reporting Complexity Needs to find a balance A Good WBS….

  30. Which is the best example of a balanced WBS? 1 3 2

  31. Which is the best example of a balanced WBS? It depends… Size of project (hours) Length of project (time) Contract requirements 1 3 2

  32. Start Here Start with a WBS…. What are the steps you go through

  33. Estimating Work Validate estimates by considering relative level of effort

  34. How Do We Plan? • Finalizing the Schedule • Will it work? • Team commitment & understanding • Establish baseline • Update frequently!

  35. How Do you Know You Have A Good Schedule? Use tools AND common sense to evaluate… Schedule structure is sound Using a Standard WBS Technical team provided estimates Slack is built into the schedule All activities and deliverables are accounted for Team workload is balanced Relative effort and duration of tasks makes sense Deliverable review periods make sense

  36. What is the Right Amount of Management? It depends on the size and complexity of the project. Any Project Large Project

  37. Plan for Project Completion • Clearly define what it means to be done! • Reach agreement Early on • Quality goals • Acceptance criteria • How change will be controlled

  38. Quality Goals • Place them in the context • Requirements • Priorities • Reach agreement with the business owner • Plan quality checkpoints throughout the project • Peer reviews for documents • Interim reviews • Controlled tests

  39. Acceptance Criteria • Place them in context • Quality goals • Requirements • Define them for all deliverables • Reach agreement with the customer • Use them to define tests

  40. New Team Lead Change the custom search criteria Add these fields 3D Viewer Different icons Need a Mobile App as well Update the data daily rather then monthly Add these Widgets New DB design New Release date Green vs Red Move to new OS It will happenWhat is the impact on scope, schedule and Budget Manage Change

  41. Managing GIS Projects in the Enterprise Key Challenges

  42. What Tools do You Need • Requirements Validation • Enterprise Architect • JIRA • MS Office • Team Foundation Server (TFS) • Planning • MS Office • SharePoint • Primavera • Mindjet • Implementation • Enterprise Architect • JIRA • TFS • Trello • Rally • OnTime, Bugzilla Project Environment • Deployment • Ant • Maven • Remedy • Lighthouse

  43. Strategy and Planning—Review • Focus on business requirements • Understand your stakeholders and what is important to them • Continually reaffirm objectives, commitments • Match your plan to the business rhythm of your project • Plan for change • Plan for project completion

  44. “By failing to prepare, you are preparing to fail” “Plans are nothing; planning is everything” Benjamin Franklin Author, scientist, politician “Every hour of planning saves about a day of wasted time” Dwight D. Eisenhower 34th President of the US Steve McConnell Author of Software Engineering Textbooks

  45. Questions

  46. Additional Resources • Esri project methodology • www.esri.com/services/professional-services/methodology.html • Business case resources • Launching Your Location Platform; the Esri Guide. http://www.esri.com/LaunchGuide • Measuring Up: The Business Case for GIS, Volume 2, by Christopher Thomas, Brian Parr, and Britney Hinthorne. Esri Press, 2012 • The Business Benefits of GIS: An ROI Approach, by David Maquire, Victoria Kouyoumjian, and Ross Smith. Esri Press, 2008 • Project Management • Software Project Secrets. Why Software Projects Fail, by George Stepanek. Apress, 2012. • Making Things Happen: Mastering Project Management, by Scott Berkun. . O’Reilly Media, 2008 • Project Management Body of Knowledge (PMBOK) • Project Management Institute (www.pmi.org) • Quality Management • Managing for the Sustained Success of an Organization – a Quality Management Approach, ISO 9004:2009 (www.iso.org)

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