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1
State of MichiganProject Management Methodology
Orientation
November 2005
2
Objectives
• Define methodology
• Present business case and benefits of a project methodology
• Describe purpose of the State’s Project Management Methodology
• Preview State of Michigan Project Management Methodology
• Answer questions regarding Project Management at the State
3
Methodology Defined
• “The science of method, or orderly arrangement” – Webster
• “A system of practices, techniques, procedures, and rules used by those who work in a discipline” – PMBOK
4
• Today’s business environment is unforgiving
• Customers have higher expectations, seek increased time efficiencies, and demand ‘quantum’ performance improvements
• IT projects are not historically tied to business success--information oriented; least PM mature
• IT efforts need documented path and procedures to better manage and control projects
• Project methodologies offer proven techniques to manage scope, cost, and task execution
Business Case for PM Methodology
5
• Higher project management maturity leads to better project management
• A positive correlation exists between higher project management maturity and cost and schedule performances
• An established and systematic approach to PM has been proven to improve IT project success to greater than 34% (industry average)--improved quality is recognized
Benefits of Project Management
6
• “To provide a comprehensive set of procedures and techniques to the State's project managers ‘to ensure high-quality and repeatable results.’ “
Purpose of SOM PM Methodology
7
State of MichiganProject Management Elements
• Project Management Methodology, Project Management Training, Project Scheduling Tool Expertise, and the Project Management Center of Excellence establish the key elements of the State of Michigan project management support infrastructure.
8
State of MichiganMethodology Goals
• Assist in the managing and monitoring of the State of Michigan’s government agencies Information Technology (IT) projects.
• Provide for, and institutionalize, formal project management practices into all areas of State government.
9
Project Management Methodology
• The State of Michigan Methodology is the foundation for building and identifying the types of procedures needed.
• The PM methodology document describes project phases and processes to be accomplished.
• The methodology is driven by the use of templates that guide the user through processes necessary to complete activities.
• The methodology grows with maturity.
10
Methodology Levels
Phases
Processes
Templates
11
Phases of the PMM• The Project Management Methodology and its phases:
• Phases provide the framework for the methodology (PMBOK aligned).
Initiation Planning
Control Execution
Closeout
12
PMM and PMBOK
Initiation Planning
Control Execution
Closeout
Project Management Phases
IntegrationManagement
ScopeManagement
ProcurementManagement
TimeManagementRisk
Management
CostManagement
CommunicationsManagement
Human ResourceManagement
QualityManagement
Knowledge Areas
13
PMM phases and SDLC components
Initiation Phase Closeout Phase
Le
ve
l o
f E
ffo
rt
M aintenanceFeasib ility
Execution PhasePlanning Phase
Time
Requirem entsDefinition
Design
Developm ent
T estSpecifications
Im plem ent
System Developm ent Life Cycle
Control Phase
Project M anagem ent Phases
14
Project Management versus System Development Life Cycle
• Project Management defines the general function of managing the project from initiation to closeout.
• System Development Life Cycle defines the function of managing the product from inception to implementation and maintenance.
15
Project Phase overlap
Initiation
Planning
Execution
ControlClosing
TIME
LevelOf
Activity
ProjectStart
ProjectFinish
Overlap of Phases in the Project Life Cycle
16
PMM Processes
• Processes provide the “how to” of working ‘inside’ of the framework.
• The Project Management Methodology document describes the processes in detail.
17
PMM Templates
• Templates are the deliverables of the processes and thereby establish standardization for project activities.
• Templates integrate the methodology into the everyday project environment being conducted at the State of Michigan.
Execution
Planning
Closeout
Initiation
Control
18
PMM Templates
• Customizable documents that allow for the insertion of dictated information in an organized manner.
19
History of PMM
• 1999 Need for PMM approved• 1999 – Specifications Development• Early 2000 – RFP / Procurement Process• May 2000 – PMM Release 1• May 2001 – PMM Release 2• May 2003 – PMM Express Release 1• December 2004 – PMM Release 3• October 2005 – PMM Express Release 2
20
State of MichiganProject
Management Methodology
A system of standard methods and guidance to ensure that projects are conducted in a disciplined, well-
managed, and consistent mannerSoft Copies available at www.michigan.gov/projectmanagement
and click on the PM Methodology page
21
PMM Templates
• Project Concept Document
• Business Case
• Project Charter
• Project Plan
• WBS
• Resource Plan
• Risk Management Plan
• Quality Plan
• Communications Plan
• Change Management Plan
•Budget Estimate
•Planning Transition Checklist
•Project Status Report
•Project Change Request
•Project Issue Document
•Post Implementation Eval Report
•Active Project Transition
•Lessons Learned
•PMM Feedback
Consists of 19 Templates
22
PMM Express
An adaptation of the State’s Project Management Methodology (PMM) to
smaller, non-complex projectsSoft Copies available at www.michigan.gov/projectmanagement
and click on the PM Methodology page
23
PMM Express Templates• Consists of Seven Templates
– Project Charter– Project Plan– Project Status Report– Project Change Request– Project Issue Document– Post Implementation Evaluation Report (PIER)– Lessons Learned
Lessons Learned
24
PMM ExpressWorkflow Diagram
Develop Project Purposeand Objectives
Develop Project Scopeand Critical Success
Factors
Perform High-LevelProject Planning
Activities
Determine Roles &Responsibilities and
Project Authority
Determine ManagementCheckpoints and
Evaluation Criteria
CompleteProject Charter
Document
ProjectCharter
Approval
Determine ProjectApproach
Determine PotentialRisks, their Probablility ofOccuring and Impact onthe Project if they Occur
Develop CommunicationStrategy
Develop Budget Estimate
Develop Quality Strategy
Develop Resource Plan
CompleteProject PlanDocument
Project PlanApproval
Execute Project PlanComponents
Issue Documents as needed
ProjectDeliverables
Complete
ExecutionPlanningInitiation Closeout
ProjectComplete
Complete PostImplementation
Evaluation Report,including Project Sign-Off
DocumentCustomer
ExpectationManagement
DocumentLessons Learned
Control
CompleteStatus Reports
Change Control Requests as needed
Develop ProjectSchedule
Maintain ProjectSchedule
ProjectStart
Develop WorkBreakdownStructure
25
Initiation Phase
• The Project Initiation Phase is the conceptual element of project management.
• The purpose of the Initiation Phase is to specify what the project should accomplish and to gain management approval.
Execution
Planning
Closeout
Initiation
Control
26
Initiation Progression
Initiation Phase Documents
Project Concept
Document
Project Charter Planning
Phase
Initiation
Business Case
27
Project Charter Highlights
• Project Objectives
• Project Scope
• Critical Success Factors
• High-Level Project Planning Estimates
• Roles & Responsibilities
• Project Authority
• Management Checkpoints
28
Project Charter Approval• Gives the go-ahead (approval) to
expend resources on this project• Obtaining signatures assigns
responsibility!
29
Planning PhaseExecution
Planning
Closeout
Initiation
• The purpose of the Project Planning Phase is to establish requirements, define tasks, build schedules, assess risks, institute quality standards, describe deliverables, develop costs, and to document the work organization.
• The process entails the identification of the ‘proper’ needs and structure for organizing and managing the project.
Control
*Note: Some Control activities occur in the Planning Phase.
30
Planning Progression Planning
Control
Facilitating Processes
Core Processes
ExecutionPhase
ProjectPlan
Objectivesand
Scope
WorkBreakdownStructure
ActivityDefinition
andSequencing
ResourcePlanning
BudgetPlanning
ProjectSchedule
Development
FacilitatingProcesses
ProcurementManagement
Planning
CommunicationsManagement
PlanningRiskManagement
Planning
ChangeManagement
Planning
QualityManagement
Planning
31
Developing a Project NotebookContents:• Project Charter• Work Breakdown Structure• Project Schedule• Resource Management Plan• Risk Management Plan• Quality Management Plan• Communication Plan• Change Management Plan• Project Status Reports• Project Successes and Lessons Learned• Any other documents that the project manager feels are
important enough to include
32
Scope Input Boundaries
Provide
Modify
Purchase
Acquire
Identify
TrainOversee
Promote
RecruitAssumptions
and Constraints
SCOPE...defines a project’s place in a larger scenario
Planning
Control
33
Communication
COMMUNICATION PLAN…foundation strategy for getting the right
information to the right people
Define information
needs
Identify people who
need information
Communicate information
needs
Planning
Control
34
Develop Communication Strategy
• Defines the information needs of the project stakeholders and the project team by documenting what, when, and how the information will be distributed.
35
Risk Management
Response Development
Risk EventControl
RISK MANAGEMENT…systematic means of managing uncertainty
RiskIdentification
Planning
Control
36
Documenting Risks• Identify Potential Risks that may affect (both positively
and negatively) Budget, Scope or Schedule
• Estimate their Probability of Occurring and their Impact on the project if they occur
• Develop Mitigation Strategies for high risks
37
Quality Management
Quality Planning
Quality Assurance
Quality Control
Identify Evaluate Monitor
QUALITY MANAGEMENT…means to ensure project will satisfy needs
Planning
Control
38
Develop Quality StrategyHow is quality being addressed on the project?• Deliverable Acceptance Criteria
– Describe Acceptance Criteria for deliverables as they are turned over to the customer
• Applicable QA Activities – Define applicable Quality Assurance activities for the project
including test and acceptance processes and documentation
39
WBS Process Flow
WBS Development Process
WORK BREAKDOWN STRUCTURE…identifies all the tasks in a project
Develop High-Level
WBS
Assign High-Level
ResponsibilityDecompose
WBS
Assign Responsibility
to Elements
Create WBS
Dictionary
Review & Approve
WBSBaseline
WBS
Planning
Control
40
Project Plan Signoff
Signature meaning:
• Commitment, not a guarantee.
41
Execution and ControlPhases Execution
Planning
Closeout
Initiation
Control
• These interactive phases deal with theactual development of the project ‘product’.
• Project Execution focuses on participating in, observing, and analyzing work being done.
• Project Control manages processes in order to compare actual to planned performance and takes corrective action when differences exist.
42
Status
STATUS…means by which the team and management is
informed of project progressS
cope
Cos
t
Sch
edul
e
Qua
lity
Ris
k
Tim
e
Project Elements
Status of Phase I
Status of Phase II
Current Status
ExecutionControl
43
Project Status Reports
44
Issue Management
45
Change Control
CHANGE CONTROL…identification and management of project changes
Change Identified
Team Evaluation
Committee Review
PlansUpdated
Change Approved
Change Implemented
ExecutionControl
46
Change Control Request Template
• General Information (all templates have this section!)
• Requestor Information• Initial Review Results
– to move forward with an Impact Analysis
• Initial Impact Analysis• Impact Analysis Results• Signatures (Signoff!)
47
Perform Other Project Control Functions
• Scope Control• Quality Control• Schedule Control• Cost Control• Risk Control• Contract Administration, if applicable
48
Closeout Phase
• The Project Closeout Phase involves the administrative and financial efforts needed to close out a project. The product is also transferred to the customer.
Execution
Planning
Closeout
Initiation
Control
*Note: Some Control activities occur in the Closeout Phase.
49
Post Implementation Evaluation Report• A Post Implementation Evaluation
Report documents successes and failures of the project.
• It provides a historical record of the planned and actual budget schedule.
• The report contains recommendations for other projects of similar size and scope.
• The report documents valuable lessons learned.
Closeout
Control
50
Obtain Project Sign-Off
• Meet with stakeholders to get their final approval of the project– They are the reason for the project existing in
the first place– Their approval signals the project’s completion!
51
In Summary
• What is methodology
• Justification and benefits of a project methodology
• Purpose of the State Project Management Methodology
• How does the State Project Management Methodology work?
52
Methodology
• The techniques, procedures, and means through which work gets accomplished (i.e., phases, processes, templates)
53
Why a Project Management Methodology?
• Today’s work: tighter budgets, less time, fewer resources.
• Higher customer and user expectations for quality demand on organized approach.
• Need a documented path and procedures to control and manage project risk and change.
54
“…provides standard methods and guidelines to ensure that projects are conducted in a disciplined, well-managed, and consistent manner that promotes the delivery of quality products and results in projects that are completed on time and within budget.”
What does the State’s Methodology do?
55
How does the Methodology work?
• Establishes a clearer work definition.
• Develops a more accurate project schedule and cost determination.
• Defines expected work packages.
• Displays when work is in trouble.
• Creates a plan to ensure work is completed on time.
• Determines status of work budgets.
56
Additional Efforts Under Way
State Unified Information Technology Environment (SUITE)
• Bringing MDIT to CMM Level 3
• Standardizing PM, SDLC, CM, QA into one Framework/Model
• Multi-year initiative
57
Project Management Resource CenterMichigan Department of Information Technology
Web site: www.michigan.gov/projectmanagement
Email: [email protected]