Dwight Fischer, CIOPlymouth State University

Plymouth, New Hampshire

“Set of business processes that, when consistently applied, enables organizations to plan and control technology investments.” ECAR, 2006

Copyright Dwight Fischer, 2007. This work is the intellectual property of the author. Permission is granted for this material to be shared for non-commercial, educational purposes, provided that this copyright statement appears on the reproduced materials and notice is given that the copying is by permission of the author. To disseminate otherwise or to republish requires written permission from the author.

Managing Executive Attention

Developing good project charters Project steering and sponsorship Identifying projects

◦ Proposed, in queue, in progress, completed Track resource allocation Decision-making process Communication

“Set of business processes that, when consistently applied, enables organizations to plan and control technology investments.” ECAR, 2006

The Black Hole of IT Getting Administrators to Pay Attention The Overloaded and Overwhelmed IT Shop How to Control Runaway IT Costs?

Why Project & Portfolio Management? Project Portfolio Management Examples Time & Effort Reporting Decision-Making Processes Project Manager Role

Your choice

CIO at Plymouth State University Led major projects on three campuses of

the University System of New Hampshire Keene State College University of New Hampshire Plymouth State University

Instructor for University of Phoenix online course in Project Management

Masters Degree in Counseling and Executive MBA

Be here, leave there Disconnect Get up if you need or want Breaks every hour Breaks start on time, end on time Whatever materials you want you can have Debate ideas, not people

Today’s complex environments require ongoing implementations

Project management is a method and mindset…a disciplined approach to managing chaos

Project management provides a framework for working amidst persistent change

“Set of business processes that, when consistently applied, enables organizations to plan and control technology investments.” ECAR,

2006

Investment Communication Accountability Awareness

A project is a temporary endeavor undertaken to create a unique product, process or service. It implies◦ a defined objective and/or deliverable◦ a specific timeframe◦ cost, $$$ and human resources◦ unique specifications ◦ work across organizational boundaries

On time On target On budget

Projects are◦ New objectives◦ Specific timeframe◦ Specific costs◦ Unique specifications ◦ Work across

organizational boundaries

Production support is◦ Repetitive, known ◦ Routine◦ High value◦ High volume◦ Scheduled◦ Support for all the trains

IT work today is projects Perpetual change is routine Risk

◦ Poor project priorities◦ Too many projects, too few get completed◦ Major projects without good management can

cost institution thousands, if not millions◦ Scope creep dilutes core project◦ Culture of de-central authority challenges central

decision-making◦ Lack of accountability

Failure to align project with organizational objectives

Poor scope Unrealistic expectations Lack of executive sponsorship Inability to move beyond individual and

personality conflicts Politics Lack of project management skills

Project Sponsorship at executive level Good project charter Avoidance of the scope creep Strong project management The right mix of team players Good decision making structure Good communication Team members are working toward common

goals Good project portfolio management

Key administrators need to understand their role in technology oversight

This is more about strategy than technology Technology is expensive, short- and long-

term Portfolio management should be aligned

with academic and enrollment strategy of your institution

What work is being requested? How is work assigned? Standardize flow of requests Do people understand the process? What is value of proposed project to the

organization? What is the cost, short- and long-term, of

support? What will it take to do it right? Who has to be involved?

Get right people at the table◦ VPs◦ CIO◦ Key directors

Designees OK, but not the uninformed The show must go on

◦ Driven by costs, by external pressures◦ No decision is a decision

Team leadership required Team needs to be well-defined and managed

Executive Team at PSU

Communication Leadership Political support

Time

Reso

urce

sSco

pe/

qual

ityRisk?

The Hoverer The Absenteeist The Divergererer The Overwhelmed The Deer in Headlights The Detailer The Meddler The Luddite

Identify individuals with communication skills and ability to translate complex technology in lay terms

Avoid PowerPoint overkill: simple is better Identify and present the big-picture

questions that need to be answered Simple pictures say thousands of words

Your IT Shop?

Establish process◦ Application form◦ Use project charters◦ Assign resources on team to assist in

development Process alone will weed some out

◦ Make sure process is documented, understood and adhered to

Who What Where Why When

Project Goal & Objective

Sponsor Stakeholders Timeline Resources required Deliverables

Decision making Assumptions Risks Business process

changes Project manager Project team Budget Signatures

Opportunity to put it all out there◦ Challenges facing the project◦ Implications◦ Organizational history◦ Political implications◦ Impact to traditional power◦ Requirements of decision-making

Write down what cannot be said◦ Keep it objective

See example project charter in folder

Project Status Proposed In the Queue In progress Completed

Project Size Small

◦ Commitment of time (person hours)

◦ Short duration◦ Lower cost

Medium◦ Significant commitment of time ◦ Several weeks, maybe months◦ Moderate cost

Large◦ Several important players

giving a lot of time◦ Weeks, months, years◦ Significant cost

Your most important asset Your highest cost Opportunity cost

Time & effort reporting may help legitimize these costs and how to apply them

             

New Projects     Summer 06 Fall 06 Winterim 07 Spring 07 Summer 07

Support              

Maintenance              

Training/Research                             

               

               

               

               

               

Sixty-four projects ◦ Classified as:

VL > 1000 hours Large = 500-999 hours Medium = 100-499 hours Small = 40-99 Task < 40

◦ And…: In Progress - developer is “touching” project weekly. In Planning - developer is meeting or “thinking”

about project Proposed – someone has expressed a need. On Hold – someone expressed a need, but….

In Progress InPlanning Proposed On Hold

VL >= 1000hrs, Large = 500-999hrs, Medium = 100-499, Small = 40-99, Task < 40

        Timeline

AT RISK Project Description Lead Estimated Hours IT Priority  PSU Impact Spring 07 Summer 07 Fall 07 Winter 08 Spring 08 Summer08Web Redesign/CMS Implementation zbtirrell VL High All    

PASS - Annual Performance Rpt. djbramer Medium High Julie  

Help Tab Conversion to CMS djbramer Medium Med All  

MyPlymouth Groups auto-population djbramer Medium Med Bill  

WebCT CE6 AP1 upgrade djbramer Medium Med Julie    

* Replacing LDI (person+enroll) djbramer Medium High ALL    

Balrog configuration/Workflow 4.3 Install dlbrown Medium High  Bill  

Reporting View - Office of Teacher Cert dlbrown Medium Med Julie  

Workflow - Fin. Aid Grad Initial/RevisedAward dlbrown Small Low Dick  

Duplicate Pidms process dlbrown Medium Med Dick    

Alternative LMS Evaluation jemartin Large Low Julie    

Sunshine2 Migration jgraton Small High Bill  

Implement RMAN backups jgraton Medium High All  

Security - Improvement of Banner/Unix access jgraton Medium Med All    

Data Security Auditing ken Large Low All    

Advancement Namemart Project max Medium High Pres  

* Bagley Center max Large High Julie  

Department Planning (UGS) max Large High Julie  

Integrate New Portal Webmail Client zbtirrell Small Med All  

Prospective Student Portal Grad ken VL High Julie        

Identity Management zbtirrell VL High All            

* MySQL DB Migration zbtirrell Large Low All    

Out of shared, into Oracle max Small Med ?  

NCAA Form Submission Tool: Athletics Matt (stmaziarz) Medium Low Dick  

MyPlymouth v4 zbtirrell VL High All    

* Student Query 2.0 mtbatchelder Medium High Bill    

* Course Query 2.0 mtbatchelder Small High Julie    

OpenSSB mtbatchelder Large Low All          

News Conversion to CMS zbtirrell Medium High All    

Workflow - Bursar - Loans dlbrown Medium High Bill  

* Workflow - FA Inc. Stu.Initial/Revised Award dlbrown Medium Low Bill  

* Workflow - FA Ret. Stu. Initial/Revised Award dlbrown Medium Low Bill  

xTender dlbrown Large High Bill        

Banner Self Serve - Billing Memos mtbatchelder Medium/MOD!!!! High Bill   Requires Mod

Workflow - PASS Office dlbrown Medium Low Julie  

Workflow - STUDARD - Withdrawals dlbrown Large Med All  

Workflow - STUDARD - Deceased Process dlbrown Medium MEd    

Workflow - Bursar - Inactivated Student dlbrown Medium Med    

Workflow - ITS Systems Equipment Processing dlbrown Medium Low    

Workflow - HR - Supplemental Staff Hire Process dlbrown Medium Med    

Workflow - UG Admissions/Student Affairs Office dlbrown Medium Low    

CoHort Tracking max Large High    

Probation Contracts max Medium Low    

Automate RH Address mtbatchelder Small Low    

Meteor zbtirrell Small Low    

Barnes and Noble - Shopping Cart mtbatchelder Small Low    

Parent Portal mtbatchelder VL Low    

Prospective Student Portal UGrad ken Large Med    

NCS Pearson : STAN max Small Low    

Online Housing Assignment mtbatchelder Small Low    

ePayment Bursar - Admission  mtbatchelder Medium Low     Hijack Grad site & make mod or make new entry point

ePayment Continue Education - ONline Payment mtbatchelder Large Low    Need something like PHP form where tacks additional Transaction/Foapal ID

ePayment Flex Cash Purchases mtbatchelder Medium Low     Separate entry point? Make SODEXHO pay

Bursar TSAAREV mtbatchelder   Low    

TSRCBIL mtbatchelder   Low    

Bursar SFRFASC mtbatchelder   Low    

Graduate Catalog Project mtbatchelder Small Med    

Plymouth Magazine zbtirrell Small Low    

Athletic Site in CMS zbtirrell Medium Med      

Workflow - Graduate Studies Registration Confirm. dlbrown Small Low  

DataWareHouse Bill  Johnson HUGE  Low  

Automate the Mailroom Processes max Medium Low  

Transfer Credit New Data Entry Application max Large Low  

Comencement Participation Database mtbatchelder Medium Low  

Interrupt Page zbtirrell PIA Low  

All MIS Projects

In Progress

In Planning

Proposed

On hold

Develop simple system for tracking where IT staff are spending their time

Needs understanding of why this important and not just some Dilbert management theory

Demonstrate why it matters

Identify units◦ MIS◦ Systems◦ Network◦ Others …

Identify Work Priorities◦ Production support◦ Project development◦ Approved projects

List ‘em If not approved, shouldn’t

be happening◦ Other

Barriers Requires cultural

change ‘So corporate’ People may buck this

on principle Higher ed tends to be

less focused on this type of accountability

Lends credibility Executives, constituents and IT staff can see

how their time and priorities are spent

Create framework◦ Distinguish projects from production◦ State goal of project management methodology

Develop training plan for everyone◦ Everyone goes through same training◦ Generate common language and goals

Measure performance by project leadership, support and participation

Institute accountability for projects in team meetings

Develop means to track and report time on task Develop Project Leaders

Types of decisions◦ Urgent◦ Transformative◦ Priorities◦ Personnel assignments◦ Major costs

Concise, brief, succinct write-up◦ What is the core issue?◦ What is at stake?◦ What are the costs?

Human $$$ Other

◦ How will this impact other projects?◦ What are the options?◦ Why decision required now, or when?◦ What if no decision is made?◦ Who else needs to be present?

Make sure meetings are well led Agenda is clear

◦ Save the FYI, you can always distribute that otherwise

◦ Your time with execs needs to be tight◦ 1-3 issues max◦ Make sure timeline is clear

Avoid consensus abuse◦ Consensus may be desired, but is not required◦ Lack of consensus does not mean no decision◦ Projects force decisions by leaders

Clarify who makes what decisions Establish structure for rapid decision making Communicate decisions Log/track decisions for future reference While everyone may not agree with all decisions,

it’s important that team members agree to support the decisions

Get buy-in from sponsor and administrators preventing ‘end arounds.’

You are now the executive team Your CIO and MIS director have presented you with a decision to

support. They want to schedule a major upgrade for the student web portal and the learning management system…concurrently on Memorial Day Weekend.

They know it is somewhat risky to upgrade two mission-critical systems, but they also know they have very few windows of opportunity.

They want you to support this decision.

What are the real issues? What are some of the questions you, as executives, should ask? How might you present this topic to the execs if you were in their

shoes?

Everyone should know the ESC and its role The process should be transparent and

consistently applied

Communicator Organized Empathetic Assertive Controlled Collaborative

Leadership Organization Communication Budget planning Technical oversight Politicking Team building Praising Punishing

Project management is a discipline that can be learned

Project management should be intrinsic to the organization

There should be a clear training path Project management skills should be central

in performance reviews and merit pay Project managers should be promoted

Executives◦ High level project list◦ Focus on strategy◦ Make decisions on priorities and major issues

Project Team Meetings◦ All projects managed through PM tool◦ PM (or designated facilitator) runs through

projects◦ Project and team leaders provide updates

What’s going well and on time What’s not and why What do they need from the PM Other

Project charter Other school’s materials

◦ eProject (2◦ Innotas (not used but considered)◦ PacificEdge (not used but considered)◦ MS Project Server and SharePoint (2 good experiences,

1 bad◦ experience)◦ SharePoint Portal Server by itself (1)◦ VPMO (1)◦ Projectcoordinator (1)◦ Whizzable (1)◦ BaseCamp (1)◦ QuickBase (2)

Knowing when to kill projects Celebrating beginnings, milestones and

endings Managing changes to scope and

deliverables Using consultants Matrix vs. hierarchical organizations Project team development

Triple Constraint Five Stages Project Manager Role Decision Making Structure Communication Plan Meeting Management Team Development Navigating Organizational Politics through

portfolio management

Project Management (in our work) is divided into five parts:

1. Project charter development & Needs Assessment2. RFP Development and Process 3. Planning & Design

• Project team creation• Project kick-off• Planning (WBS, schedule)• Budget

4. Implementation/construction5. Project termination, hand-off to operations mgt.

Adaptors Indifferents Resisters

Age Stage in

life Personal

situations

Imposed Proposed

President

VP Academics VP Student Affairs VP Finance VP Development

Offices Systems MIS Training Admissions Registrar PR Web Libraryx

x x x xx x x

x

Team A

Team B

Team C

Team D

2/3 of project problems are people related You will find many operational leaders

demonstrate a “just do-it” mentality. While that may be effective in some environments, this is NOT effective in managing change.

There will always be conflict over goals and scope, resources and between departments

You are likely to find a lack of understanding basic project management methods

Some people will never get along

Be the eye of the hurricane

Prime the pump Determine the salient questions for which

you need action Tell ‘em where you’re going, tell ‘em, tell

‘em what you told ‘em What information would you most like to get

from the participants

Formin’

Stormin’

Normin’

PERFORMIN!’

Objective, skilled consultants can provide a team foundation

Consultants can address dicey organizational issues

For large projects, this approach is vital.

Develop Ground Rules early◦ Assign facilitator◦ Assign reporter and reporting structure◦ Start and end times, frequency of meetings◦ Frequency of meetings◦ Focus of meetings

Information sharing? Agenda building Issues for substantive discussion

Start/end times are real Agree to debate issues, not people Civility required Confidentiality? Reporting out

◦ What is going to be reported◦ What isn’t

Agree to bring all issues to the table

Need to address inhibitors to effective team functioning◦ Hogging◦ Bogging◦ Fogging◦ Frogging◦ Flogging◦ Blogging*

*I added that one

Source: Managing Teams by Lawrence Holpp (McGraw-Hill 1999)

Key elements to good decision making◦ Framing◦ Gathering intelligence◦ Coming to conclusions◦ Feedback and subsequent learning

Define stakeholders Develop communication plan

◦ Identify talents for communication means of communication frequency of communication

Know the environment◦ What are the overarching issues of your

organization?◦ What are the pressing issues of the hour?◦ What will be the pressing issues of tomorrow?◦ How do you help others satisfy their needs?◦ What is the stake of others in your project?

Identify a mentor

More common in disciplined IT organizations Manages projects that are

◦ Proposed◦ Approved◦ In progress

Requires organizational buy-in

Measuring employee time on task Categorize work

◦ Production support◦ Project work

Delineate projects If not delineated, what are you working on?

Report out, time on tasks.◦ This is what it takes to ‘keep trains running’◦ These are hours on projects, and what our

greatest resources are working on

Always do a post project review within a week of the close of a project.

Ensure that lessons learned are written down applied on future projects.

Project methodology is really about managing change◦ Change in current practices◦ Developing new practices◦ Getting people to change their behaviors

How they do their work How they work together How they get the work of the project done Avoidance of paving the cowpaths

PM is a mindset, a discipline, that can help your organization increase effectiveness and put order to chaos

PM works when there is buy-in for the methods and process

It does not work when ◦ buy-in is lacking or there is not support for the

methods by executives◦ ‘end arounds’ are tolerated◦ influential players operate project business outside

the project◦ decisions made by project teams are not supported◦ charters, schedules and other work products of the

team are not supported

ESI Horizons www.esi-horizons.com Project Management Institute. www.pmi.org Ten Commandments of Project Management (Co

mputerWorld) Educause PM listserv Good Books

◦ On Becoming a Technical Leader. by Gerald Weinberg

◦ On Becoming a Leader. by Warren Bennis◦ Getting Past No. by William Ury◦ Decision Traps. by Edward Russo◦ Team of Rivals, by Doris Kearns Goodwin