Project Management: A Critical Skill for Princeton Presented by Hetty Baiz Princeton Project Office OIT, Princeton University Background Multiple Projects Cross-functional Mutually Interdependent Success and failure is no longer within the total control of that project. What’s A Project? What’s A Project? A “project” Will deliver – Business and/or technical objectives Is made up of – Defined processes & tasks Will run for – Set period of time Has a budget – Resources and $’s What is Project Success? What is Project Success? Project success occurs when we have: I Objectives I I The 'Golden Triangle' of Project Success I A delighted client (expectations met) Delivered the agreed objectives Met an agreed budget - $, resources etc. Within an agreed time frame and I Time Cost Done it all professionally & without killing the team Why Do Projects Fail? Changing scope Insufficient planning No risk or issues management Poor communication Lack of commitment and responsibility by stakeholders Who Are Stakeholders? Steering Committee Senior Mgmt Academic & Business Units Clients & Users Project Interdependent Projects Outside Groups (Vendors) Information Technology Team Members Project Management A Maturity Model best practice competent Success rate better than 75% aware aware e seat seat ofofthe pants pants Success rate less than 30% Success rate of 30 to 45% Success rate of 45 to 75% Seat of Pants Seat of pants Success rate less than 30% Projects happen without correct initiation – Planning is insufficient – Benefits are unknown – There is often inadequate buy-in Communication is poor Interdependencies are not managed Standards, if any, are poorly defined or unenforced. Aware aware Success rate of 30 To 40% Projects are formally initiated & plans endorsed but with varying standards and few disciplines Methodology has been introduced Stakeholders support projects overall The number of projects is rationalized Projects are explicitly associated with business planning Competent competent Success rate of 45 To 75% Methodology and standards are well established and supported Stakeholders understand and accept roles Discrete measures support good management Projects are set up and managed end-to-end Risks are clearly defined and controlled Best Practice best practice Success rate better than 75% Improvement programs are formal Good measurement enables optimization Level of confidence sees organization taking on high risk projects successfully Respect and support of projects and project managers Why Should We Care? To Increase the likelihood that projects will : – be done on time and within budget – meet people’s expectations – be done well Project Office Mission To enable the successful implementation of OIT initiatives in a way that establishes a project management culture so that we deliver projects on time, within budget and with expected results. How? Define a Princeton Project Management Methodology (PPMM) Support and Mentor Offer Training Facilitation, Audit, Review P2K Project Office Methodology Continuous Improvement Consulting/Mentoring Education/Training Project Management Process Tracking & Control Initiation Complete Planning Reporting & Assess Review Initiation Plan Detailed Plan Status Report Post Project Review Report Management Techniques To increase the likelihood of project success you must manage: Stakeholders Risks Issues Change How to Manage Stakeholders A stakeholder is any person or group who, if their support were to be withdrawn, could cause the project to fail. - Get them involved - Keep them informed - Gain their endorsement How to Manage Stakeholders Identify stakeholders Involve in planning Establish expectations / accountabilities Formal communication Gain sign-off Change and issues resolution Project reviews Define project completion Risk Management What is “risk”? Any factor capable of causing the project to go off track. – Develop and monitor a Risk Plan Issues Management Unresolved issues will drive a project towards failure and consume a significant part of a project manager’s time. Stakeholders play key role in issues management and resolution - Establish Issues log, review, escalation process Change Management Uncontrolled changes to a project will probably account for up to 30% of a project’s total effort. If these changes are not managed, the project will be viewed to be over time and over budget. - Establish a Change management process PPMM Summary Overview The Process – Initiation – Planning - Track/Control - Report - Review – Completion and Assessment Management Techniques – Stakeholder Management – Risk Management – Issues Management – Change Management PPMM Deliverables Project Plans Status Reports Audit & Review Report PPMM Tools Office 2000 – Word – Excel – Access MS Project 2000 For more information…... Call the Princeton Project Office at 8-6335 Send e-mail to hetty@princeton.edu Visit our web site at… www.princeton.edu/ppo Recommended Best Practices Project Planning and Management Follow proven methodologies Active Executive/Project Sponsor Identify / revisit “critical success” factors Document assumptions – Business process change vs. customization Recommended Best Practices Project Planning and Management Have technical staff in place at start-up Plan for backfill Involve Steering Committee early Plan production support in central offices Plan for applying fixes Plan for “end of project” Plan for vacation/sick time Recommended Best Practices Scheduling, Tracking and Control Break large projects into phases (no > 18 - 24 months total) Control phase “bleed over” Post phase assessments “Go/No Go” decision points Sponsor sign-off Review Scope periodically Recommended Best Practices Scheduling, Tracking and Control Building learning curve into plans Weekly team meetings Detail planning in 1-2 month segments Define and manage to “critical path” – What’s important – Prioritize – Who, what, when Recommended Best Practices Reporting Establish monthly status reporting Hold monthly status reviews with key stakeholders – Oral status reports are effective Keep users of system (middle managers) informed Recommended Best Practices Resourcing Resource Plan Cross functional teams work Co-locate teams Projects are full time job Complete training before prototyping Have full team train together Leverage investment Build team spirit Recommended Best Practices Managing Expectations Communication Plan Make major policy decisions up front Don’t make promises to users up front Monthly status report and review Monthly / bi-monthly presentations Articles, web pages, newsletters Special communications from sponsor Focus groups, demos, town meetings Recommended Best Practices Promoting the System Focus Groups during gap analysis Demos for every user after first release Active Executive Committee showed support Town meetings to endorse system Major presentation to users “Pretzel stick” advertisement Recommended Best Practices Methodology Follow proven methodologies Consolidate methodology ( pre-kick off ) Functional reps go to all prototyping Use standard report formats Co-locate developer with tester (short term) Recommended Best Practices Managing the Consulting Partner Selection criteria should include – Ability to transfer knowledge – Help organize team – Follow proven methodology – Provide good implementation tools – Ability to form good working partnership – Higher Education experience – Work locally (near by or on-site) Recommended Best Practices Managing the Consulting Partner Take time to define contract – Terms and conditions / Statement of work (metrics) Review by Legal, tech., bus., purchasing Veto power to select / reject resources Fixed price gives University more control Tie payments to acceptance of deliverables Review quality plans State that the University has methodology Recommended Best Practices Managing the Consulting Partner Form partnership - make part of team Have single point of contact Build one project plan Consultant defines phase objectives Build in reviews with decision points – Meet expectations / Go-no go decision Plan for early transition of knowledge Implementation done by Princeton Recommended Best Practices Managing the Vendor Have single point of contact Include RFP responses / bind vendor to meet Cap maintenance fees (post impl. Phase) Don’t presume product works from day 1 – Fixes required? Review Quality Plans Recommended Best Practices Managing the Vendor Know package after prototyping (not sales) Include vendor milestones in project plan Build “decision points” into plan where tight vendor dependencies Have contingency plans in place For more information…... Visit our Web site at… www.princeton.edu/ppo