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Project & Portfolio Management
PM101: The Essentials
February 11, 2014
Deborah Whitten
Assistant Vice President
IT Planning and Program Management
Arizona State University
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Agenda – Project Management
1. What is Project Management
2. The Role of the Project Manager
3. Project Management Processes
4. Project Management Plan
5. Estimating
6. Resource Management
7. PM Maturity Model
8. Wrap up, Q&A
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Your Host
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Deborah Whitten
•
AVP, IT Planning and Programs• 24 years in higher education IT
• Purdue University, West Lafayette, IN
• Clemson University, Clemson, SC
• Educause, Cause, CUMREC, PMI• PMP, ITIL, CGCIO, M.Ed.
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Rapid Q & A
•
Please use index cards on your table to recordany questions or ideas for discussion later in
the session
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What is a project?
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What does a Project Manager do?
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Definitions
•
A project is a temporary endeavor undertaken tocreate a unique product, service, or result. A project
has a defined start and end date.
•
Project Management is the application ofknowledge, skills, tools, and techniques to project
activities to meet the project requirements.
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Who is the Project Manager?
• PMI defines a Project Manager as:
• The Person assigned by the performing organization
to achieve the project objectives
• Objectives
• Organizing the Project Team
• Keeping the Project Team on Task
• Communicating with the Project Sponsor
• Down and Dirty:
• The person responsible for seeing the project
through to completion
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What the Project Manager IS NOT
• The Project Manager is not the person doing thework
• Can be the same person, but the roles need to beseparated
• The Project Manager is not the person getting the
blame or credit for the finished output• Should be held accountable for keeping the project
on task
• Should be able to escalate issues to the projectsponsor
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Project Sponsor
•
The person that provides the financial resources forthe project
• Can be inside or outside of the organization
• Heavily invested in project success
•
Needs to be able to make the decisions about theproject
• Needs to also play the project champion for the
project
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Why Project Management?
•
The Standish Group Chaos Report• Project Failures – 15%
• Challenged projects – 51%
• Project Success – 34%
• Level of Success depends on:• Executive Support
• User Involvement
• Clear Business Objectives
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Project Management Standards
The Project Management Institute (PMI)
• More than 265,000 members in over 170 countries
• PMI is the leading membership association for the
project management profession.
• Founded in 1969 by Project Managers
• Headquarters in Newton Square, PA
• Publishes the Project Management Body of Knowledge
(PMBOK)
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Initiation Closeout
Planning
Executing
Monitoring and
Control
PM Process Phases
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Project Management
Framework
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Project Governance
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The PM Plan
•
Scope• Schedule
• Cost
• Subsidiary plans•
Scope management• Requirements management
• Schedule management
• Cost management
• Quality management
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Subsidiary Plans (cont.)
• Process improvement
• Human resource management
• Schedule management
• Cost management
•Quality management
• Communication management
• Risk management
• Procurement management
• Stakeholder management
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The Challenge of Estimating
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Summary – What happened?
• A: quick guess with little or no info
• B: meta data
• C: small sampling
• D: historical data
• E: rumor/anecdotal
• F: actuals
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How should we estimate?
• Right person provides the estimates
• Break down the task
• Estimate in context
• Use ranges, 3-point estimating, or other methods
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Resource Management
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Summarize skills of PM
• Leading
• Organizing
• Communicating
• Planning
• Technical oversight
• Budgeting
• Team building
• Praising
• Documenting
• Negotiating
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Triple Constraint
Cost
Choose two
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PPM Maturity Model
Maturity Level Key Point Performance Effective Span Key PM Focus Planned
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Maturity Level Key Point Performance Effective Span Key PM Focus Planned
Deliverables
5
Optimizing
Integration within
business strategy
& operations
Continuously
improving
Enterprise PM Center of
Excellence
Continuous
Improvement
• Improvements
• Knowledge base
additions
4
Refining
PM Process
Solidify gains &expand
Comprehensive; highquality; high customer
satisfaction
Multiple BusinessUnits
Committing to aproject
management culture
• Performancemeasurement &
improvement
• Knowledge base (e.g.
estimating data)
3
Standardizing
PM Process
Macro-level
change
Integrated; positive
value-added results
Multiple Projects Implementing
PM processes for
Governance &
Multi-project
management
• Move to project-
based (matrix)
organization
• Program
management
2
Controlling
Projects
Stabilize
performance
Local consistency;
short term positive
results
Single project Introducing a
structured PM
approach
Portfolio controls
• PM Methodology &
tools
• Measurement
• Central project
repository
• PM Training
1
Defining
PM (Common
Processes)
Acknowledge
negative impact
Ad hoc; heroes,
inconsistent results
Pilot projects;
single business
area
Using inconsistent
PM processes
• PM Framework
• Development
methods
• PM Training
• Executive Orientation
• Common Language
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Last Thing to DO!
• Write down the name of a project manager in your
organization
• Write down a question, issue, or area of interest that
you want to go back and talk to that person about
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Rapid Q&A
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Thank you!