Project Management Framework
Experience Shared
By Jidapa
19 Jan 2015
Table of Contents
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•
•
•
•
•
•
Objectives of this session
General Project Management Methodology
Project Management 7 Keys
Project Management Methodology
Summary Tips
What’s Next
Appendixes
– Appendix A: Scope 4 files (A1,A2,A3,A4)
– Appendix B: Deliverable List 1 file
– Appendix C: Risk 2 files (B1,B2)
– Appendix D: Approach 1 file
– Appendix E: Communication 1 file
2
Objectives of this session
• Speaker: To share her experience of Project
Management framework
• Audience: To share their PM experience
3
What is your definition of PM and
What is project manager’s role?
4
General Project Management Methodology
5
Project Management Definition
• Project management is the discipline of planning,
organizing, motivating, and controlling resources to
achieve specific goals. A project is a temporary endeavor
designed to produce a unique product, service or result
with a defined beginning and end (usually timeconstrained, and often constrained by funding or
deliverables).
Note: Definition by wikipedia
6
Project Management Definition
•
Project management is to manage Time,
the scope taken
7
Quality and Cost under
General Project Management Methodologies
2 famous PM methodologies
-(http://www.parallelprojecttraining.com/community/groups/viewdiscussion/3-not-sure-if-pmp-apm-or-prince2-is-the-right-approachfor-you-or-your-organisation?groupid=7)
-Introduce just names in order to further study in the future
-Not only 2 PM Methodologies but also more methodologies in the market e.g. APM, HERMES,….
• PM BOK
– Project Management Body of Knowledge is the most widely recognized
around the world. Sponsored by the PMI in the USA (www.PMI.org)
– Based on five process groups initiating, planning, executing,
monitoring and controlling and closing. This is supported by ten
knowledge areas including integration management, scope management,
time management, cost management, quality management, human
resource management, communications management, risk management,
procurement management and stakeholder management.
8
General Project Management Methodologies
2 famous PM methodologies (1)
• PM BOK
9
General Project Management Methodologies
2 famous PM methodologies (2)
• PRINCE2
– Projects IN Controlled Environments (PRINCE2) is another project
management method, which has become the defacto standard for many UK
government projects. It covers the management, control and organisation of a
project. It defined the templates and processes to manage a project. 45
separate sub-processes and organizes these into eight processes as follows:
• Starting Up a Project (SU)
• Planning (PL)
• Initiating a Project (IP)
• Directing a Project (DP)
• Controlling a Stage (CS)
• Managing Product Delivery (MP)
• Managing Stage Boundaries (SB)
• Closing a Project (CP)
10
General Project Management Methodologies
2 famous PM methodologies (2)
• PRINCE2
11
Project Management 7 Keys
7 Knowledge Areas in
ERP project management
12
Applied Experience By Jidapa
from one of the famous frameworks
Stakeholders Management
1.Scope
Implementers’ Benefit Realization
• Impact
• Influence
Scope Management
• Support
• Assess
• Confirm
Deliverables & Schedule
Management
4.Deliverables &
Schedule
-Capacity
-Capability
Deliverables
Team &-RInfrastructure
&R
Team:
Control
Customers’ Benefit Realization
5.Customer’
Benefits
Deliver
Implementers’•Benefit
Realization
Team & Infrastructure Management
6.Implementer’
Benefits
Customers’ Benefit
• Balance
Realization
Align
Schedule
(Plan)
• Plan
• Control
Scope Management
Risk & Issue Management
7.Risks & Issues
• Identify
ERP Project
Management
ManagementArrange
To support
Clear
• Items
Infrastructure
3.Team &
2.Stakeholders Deliverables & Schedule Management • Definition
• Format
Infrastructure
• Realized
7 KNOWLEDGE AREAS
Resolutions
Stakeholders Management
• Mitigate/ Manage risks and issues
1. Scope Management
2. Stakeholders
Management
3. Team & Infrastructure
Management
4. Deliverables & Schedule
Management
5. Customers’ Benefit
Realization
6. Implementers’ Benefit
Realization
7. Risk & Issue
Management
1.Scope
•
•
What is scope of work?
In order to able to identify approach and plan, scope must be well defined.
– The scope is the Dimensions of Work to be performed under the
planned deadlines.
– The dimensions of scope is identified on the next page.
One important rule to identify scope is
“Project Objectives # Scope”
- Only project objectives never covered scope of work sufficiently
- To be able to plan, the dimensions of work (next page) must be listed
14
1.Scope
Power of scope definition
15
Accredited to Deloitte
11 Scope Dimensions to be clarified
before any implementation
1.Scope
No.
View
See Appendix A.. For examples
Description
1
Organization
Define the business unit/division (Legal companies and no. of locations), and geographic impacted by the new
system.
2
Module
Map the processes identified above to the modules’ functionality required to support the new business model
3
Business Process
Identify and define the company’ process chains, functions and scenarios to be supported by the system.
4
Hardware& software&
Infrastructure
-Identify hardware, systems software and communications scope required for the development, testing, training,
production and other environments.
-Source code to be provided?
5
Report & Form
(item 5 –9 =WRICEF)
List and categorize by effort the non standard reports, output forms and on-line query required to support the new
system.
6
Interface
Identify and size the expected interfaces to and from our system (Overall picture and list of items).
7
Data Conversion
Identify the number and complexity of the data cleansing and conversion efforts to create the opening data for our
system.
-Consider both data itself (Preparation, Extract, & Transform) in terms of complexity and effort
-And Technical effort (to build all programs)
8
Workflow
Identify the expected workflows required
9
Technical Enhancement
Identify the custom developments, or modifications (from standard functions) required to support any “gaps”
between requirements and our systems.
10
Authorization
Identify how deep the authorization levels e.g. Menu level per person, Record level, Field level and who will
perform these tasks e.g. design, build, test etc
11
Training
-Some projects may require training so Training scope should be identified e.g. Start-up Training, TTT, EUT, etc.
(&Organization
Management)
Change
-Document media & Language
16
-Optionally, activities of Organization Change Management should be considered.
- 16 -
Additional scope dimensions
1.Scope
No.
12
if working with third-party team (e.g. vendors) before any implementation
View
Project Team’s structure
and conditions
Description
- Project Structure, who full time, part time , do what for how long
- Quantity
- Project team structure (e.g. steering, project manager, functional, technical, programming
consultants etc
- how many external consultants and our internal resources together with the client’s team
member.
- R&R (Roles and Responsibility ->who do what)
- how much time spent (e.g. full time, part time). Also, Role and Responsible
- how long after go-live support If project scope change, what basis of project cost (Fix cost or
time material) to be applied
- Quality
13
Knowledge Transfer
14
Deliverable Items &
Examples
15
Their Management style
- CVs (/interview) of key persons are required
- What to be transferred e.g. Configuration, Technical, etc
- Approach and Format of Knowledge Transfer
- List of all items to be delivered aligned with the project plan
- Examples of format & contents
- Style of Progress Tracking (Weekly?, Format)
- Able to identify implementation approaches each stage e.g. Approach e.g. Design approach, Testing, Training
etc
- Internal Quality Assurance?
17
Additional scope dimensions
1.Scope
if working with third-party team (e.g. vendors) before any implementation
No.
View
16
Pricing Condition
Description
Conditions of Price
- What includes and excludes
- Terms of payment
17
Scope Change Condition
- Maintenance cost (included or planned each year?)
If project change& delay, what basis of project cost (Fix cost or time material) to be applied
18
Stakeholder Management
2.Stakeholders
Ms.C
Influence
Mr.B
Ms.A
Low
Medium
Impact
19
High
Team & Infrastructure
3,Team & Infrastructure
Team
Capacity
Capability
Steering Committee
Executive board, Client Project Mgr.
Consultant Management Team
Role & Responsibility (R&R)
Project Sponsor (Client)
Quality Assurance
(THIRD PARTY)
Change Management
Executive board, Process Owner
Client Project manager
Consultant Project Manager
Project Admin (Client)
Finance & Accounting
Client Team Leader
Consultant Team Leader
Purchasing and Inventory Control
Client Team Leader
Consultant Team Leader
General Ledger
Client
Consultant
Account Payable
Client
Consultant
Account Receivable
Client
Consultant
Sales
Client Team Leader
Consultant Team Leader
Purchasing
Client
Consultant
Sales and Billing
Client
Consultant`
Inventory Control
Client
Consultant
Delivery
Client
Consultant
Project Management Office
Consists of
Project Sponsor,
Project Managers,
Project Admin,
QA (optional)
Production
Client Team Leader
Consultant Team Leader
Technical Support
Client Team Leader
Consultant Team Leader
Production Planning
Client
Consultant
Shop Floor Control
Client
Consultant
Database Admin
Client
Consultant
Programming
Client
Consultant
Asset Management
Client
Consultant
Cost Controlling
Client
Consultant``
To support Team
Infrastructure
Arrange
To support Deliverables
20
Deliverables & Schedule
4.Deliverables & Schedule
Deliverables: Clear
Item List
Format
Definition
Purpose
of each item
List of items
See Appendix B
Align
Schedule (Plan)
Plan
Jan
Feb
Control
Mar
Apr
May
Jun
21
5.Customer’s benefits
Customer’s benefits
Realized
Align
Deliver
22
7. Risk & Issue Management
Risk & Issue Management
Identify
Mitigate/ Manage Risks/
Issues
23
Risk & Issue Management – Tips of identifying
7. Risk & Issue Management
Other 6 Keys
Stakeholders Management
1.Scope
7 KNOWLEDGE AREAS
4.Deliverables &
Schedule
ERP Project Management
Implementers’ Benefit Realization
Capacity
T
-Capability
e
R&R
a
m
Team &: Infrastructure Management
Deliverables
2.Stakeholders
•
Infrastru
cture
Deliverables & Schedule Management
•
Team & Infrastructure Management
6.Implementer’
Benefits
•
Align
R
Customers’ Benefit Realization
a
n
z
e
d
Scope Management
e
•
c
e
D
Schedule
(Plan)
5.
6.
7.
Scope Management
Stakeholders
Management
Team & Infrastructure
Management
Deliverables & Schedule
Management
Customers’ Benefit
Realization
Implementers’ Benefit
Realization
Risk & Issue
Management
PPT
a
i
•
a
l
l
Implementers’ Benefit Realization
B
4.
l
i
Risk & Issue Management
•
P
l
a
n
C
o
n
t
r
o
l
Impact
v
e
r
7.Risks & Issues
Resolutions
•
•
Identify
People (&Organization)
Stakeholders Management
Mitigate/ Manage risks and issues
+
Key Activities of project
Process (&Data)
Knowledge
Technology
Process (&Data)
Sustain
Go Live and Support
Final Preparation
Construction
Design
Project Preparation
People (&Organization)
Evaluation
Result
TQC
Sustain
e
•
3.
Go Live and Support
•
1.
2.
Construction
5.Customer’ Benefits
I
t
e
m
s
D
e
f
i
n
i
t
i
o
n
F
o
r
m
a
t
Final Preparation
A
s
s
e
s Management
Deliverables & Schedule
s
•
C
o
n
f
i
r
m
Contr
Customers’ Benefit Realization
ol
Evaluation
•
Clear
Arrange
To support
3.Team & Infrastructure
Design
Impact
Influence
Support
Project Preparation
•
•
•
Scope Management
Knowledge
Technology
24
See Appendix C..
Project Management Methodology :
Implementation Life Cycle
25
Related more in Knowledge Area#4
Deliverables & Schedule
Go Live and
Support
Sustain
People (&Organization)
Final Preparation
Construction
Design
Project Preparation
Evaluation
Implementation Life Cycle
Process (&Data)
Knowledge
Technology
Four themes are integrated throughout the seven phases of
Methodology as a means to represent areas of business
that are impacted by the system implementation and thus need
to be managed and developed. The methodology helps
facilitate planning, organization, and execution of the project.
26
Go Live and
Support
Sustain
People (&Organization)
Final Preparation
Construction
Design
Project Preparation
Evaluation
Implementation Life Cycle : Evaluation
Process (&Data)
Knowledge
Technology
Assessment
Approach?
Outcome
Benefits/ Costs
See Appendix D
Scope/Approach*/Plan
(S-A-P) for implementation
Approach*:
•
27
•
All 7 keys including Risks will be considered before
Approach is generated
Approach includes Project Team Structure (with R&R)
Summary Tips of
Work management
Based on
Jidapa’s experience
28
Tips of Work management – Top
@ODAP
Assumptions
Objectives
Down Approach
Assumptions
Deliverables*
Approach
P *
Note: * =
PDCA
T
-To clarify how deliverables will look like, a draft emplate of key deliverables will be issued.
-Accordingly, Templates to be re-finalized during Plan
29
Example of Steps of Assessment Work
Assumptions
Objectives
Assumptions
Deliverables*
Approach
Scope
with all
dimensions
considered
*
PDCA
30
Summary Tips of
People Dimension
Based on
Jidapa’s experience
31
What is Change Management?
Change Management is about how to handle People Dimension
due to changes to new Processes and Technology
Changes would be a lot easier
if it wasn't for the people
32
People follow the Change Curve
Stakeholder Perceptions of
performance
 Over-selling the changes
early results in unrealistic
expectations followed by
disenchantment
Managed change
 Change programmes often
need to be rejuvenated and
re-launched to deliver the
people benefits
Unmanaged change
Change Implementation
 Many change programmes
are considered complete
before people are delivering
performance improvement
 Management and staff alike
are rarely prepared for the
realities at the bottom of
the curve - no going back
33
Change Management supports
Project Management
HR Management
Stakeholder Management
Team Building
TIME
Involvement
COST
Communication
QUALITY
Training
Organization Change
Assessment
Commitment Building
-Under Scope defined and Benefit Realization
34
Communication Components
A number of components for communication that influence effectiveness.
•
•
•
•
•
•
•
Sender
Person or group generating the message
Message
Information is Communicated
Audience
Person or group is communicated with
Channel
Medium used to send the message across
Timing
Timing of the communication
Noise
Anything which interferes with effective two way communication
Feedback
The reaction of the audience to the message
35
Communication only effective when…
•
•
•
•
•
Right
to Right
at Right
by Right
in Right
Message
Audience
Time
Person
Way
MAT-PW
Match Password
36
See Appendix E
What’s Next?
37
What’s Next
@ODAP
Assumptions
Objectiv
es
Assumptions
Deliverables
*
Approach
P
*
PDCA
Note: * =
-To clarify how deliverables will look like, a draft Template of key deliverables will be issued.
-Accordingly, Templates to be re-finalized during Plan
Stakeholders Management
1.Scope
Encouraging Audiences to Practice TopDown working Approach to complement your
current ways of working
@ODAP
7 KNOWLEDGE AREAS
4.Deliverables &
Schedule
ERP Project Management
Implementers’ Benefit Realization
•
•
•
Capacity
T
-Capability
e
R&R
a
m
Team &: Infrastructure Management
Impact
Influence
Support
Deliverables
Scope Management
A
s
s
e
s Management
Deliverables & Schedule
s
•
C
o
n
f
i
r
m
Contr
Customers’ Benefit Realization
ol
Clear
Arrange
To support
3.Team & Infrastructure
2.Stakeholders
•
•
Infrastru
cture
Deliverables & Schedule Management
•
Team & Infrastructure Management
5.Customer’ Benefits
6.Implementer’
Benefits
•
Align
•
R
e
Customers’ Benefit Realization
a
n
z
e
d
D
e
l
i
Schedule
(Plan)
•
c
e
•
a
1.
2.
3.
4.
5.
6.
7.
-
Scope Management
Stakeholders
Management
Team & Infrastructure
Management
Deliverables & Schedule
Management
Customers’ Benefit
Realization
Implementers’ Benefit
Realization
Risk & Issue
Management
a
i
Scope Management
B
l
l
Implementers’ Benefit Realization
•
I
t
e
m
s
D
e
f
i
n
i
t
i
o
n
F
o
r
m
a
t
Risk & Issue Management
•
P
l
a
n
C
o
n
t
r
o
l
v
e
r
7.Risks & Issues
Resolutions
•
Identify
•
Stakeholders Management
Mitigate/ Manage risks and issues
38
Consider 7
work
Keys when managing any
Questions and Answers
39
40
Accredited to K.Warinthorn and PTTICT’s team for several slides