PDD: Project Management Today & Tomorrow Doug Forsell, PMP ® HomeNet Communications, Inc

  • View

  • Download

Embed Size (px)

Text of PDD: Project Management Today & Tomorrow Doug Forsell, PMP ® HomeNet Communications, Inc

  • PDD: Project Management Today & TomorrowDoug Forsell, PMPHomeNet Communications, Inc

  • Project Management: Today & TomorrowWhere are we today?Why should we change?Where do we want to be tomorrow?Who is involved?How do we get there?When will we arrive?

  • I. Where are we today?Organization maturityAt what level does the organizations Capability Maturity Model (CMM) operate?51% reported ERP implementation unsuccessful 161% reported failed IT projects2Organization CultureIdentify the organizations acceptance to the rate of change. 1) Robbins-Gioia Survey 2) The KPMG Canada Survey

  • I. Where are we today?How did we get here? Analyze changes in leadership, players, market share/shifts, costs, or competition Inventory current project processesOperating on assumptions that are no longer validSummarize the current situation

  • II. Why ChangeEncountered?Conflict due to poor communicationTeam unsure of roles & responsibilitiesDo not understand why project management provides a path for successRequired to justify timelines

  • II. Why ChangeExperiencing any of the following?Budget overrunsSchedules not being metConstant scope creepUnhappy customersPoor quality

  • III. Where do we want to be tomorrow?Ability to deliver what was agreed upon. On time, on budget while ensuring exceptional customer satisfaction.

  • III. Where do we want to be tomorrow?Benefits of PMI structured project managementIncreased resource utilizationForecast budget $$$ with confidenceAccomplish more work over the same periodComplete work as scheduled

  • III. Where do we want to be tomorrow?Understanding Project ManagementThe foundation of PMI structured project management is derived from empirical knowledge and utilizes traditional practices widely accepted and applied Project management is the application of knowledge, skills, tools, and techniques to achieve project requirements.Project management is accomplished through the use of the processes: initiating, planning, executing, controlling, and closing.

  • III. Where do we want to be tomorrow?Understanding a ProjectA project is unique, temporary, and consists of progressive steps toward closureOperations are ongoing & repetitive

  • IV. Who is involved?Roles & ResponsibilitiesDefine at beginning of projectEnsure acceptance of R&REngage All StakeholdersStakeholder: Anyone with a vested interest the outcome of the project.State expectations about resources allocated to project

  • V. How do we get there?There are many ways to complete the work, but there is only one way to be successful the right way!Follow established guidelines / industry proven practicesPMI (Project Management Institute) PMP (Project Management Professional)CMM (Capability Maturity Model)

  • V. How do we get there?Create a clear vision statement of project management for the companye.g. Ability to deliver what was agreed upon. On time, on budget while ensuring exceptional customer satisfaction while enabling the most efficient use of resourcesDefine practical short & long-term objectives for implementation of a project management approach

  • Essence of Project ManagementCostScheduleScope

  • Essence of Project ManagementCostScheduleScopeCustomer & Quality

  • Essence of Project ManagementCustomer & Quality

  • Essence of Project ManagementCostScheduleScopeCustomer & QualityPragmatism

  • V. How do we get there?Requirements Definition (Scope)Technology requirementsPersonnel requirementsResource requirementsExternal requirementsProducts/services/technology required for purchase from outside company

  • V. How do we get there?Requirements Definition (Scope)Capture requirements in three stagesProject Proposal 10,000ftHigh-Level Definition 1000ftLow/Detail-Level Definition 1ft

  • V. How do we get there?ScheduleDetermine the phases of the projectDetermine a representative for each phaseDetermine beginning, middle, & end of each phaseSet check points for each phase

  • V. How do we get there?ScheduleHigh-level schedule milestones

  • V. How do we get there?Compose a financial plan:Financial model with assumptionsCapital resourcesHuman resourcesTimeHighlight financial benefits

  • V. How do we get there?Identify roadblocks of project managementIsolate issues needing short-term resolutionIsolate issues needing long-term resolutionState consequences of decision delayObtain upper management supportIf seeking funding, state why

  • V. How do we get there?Establish a Reporting PlanHigh-level overview of progress against scheduleAhead in what areasOn-track in what areasBehind in what areasUnexpected delays or issuesFinancial data

  • V. How do we get there?Define goalsDefine objectives (S.M.A.R.T.)Specific, Measurable, Attainable, Realistic, Time-basedHold a kickoff meetingDevelop project planCommunication planIdentify risks of projectDetermine risk mitigation strategy

  • V. How do we get there?Project ClosureHost meetingIdentify what worked and what did notRequest attendees to be candidRecord lessons learned (scribe) Turn over meeting to neutral facilitator & leave room

  • VI. When will we arrive?Journey, not a destinationFollowing structured processes evolves the organization to a higher CMM levelEach project implementation is a stepping stone towards improved project managementProject management approach is proven over time through results. Projects will be on time & on budget.

  • Next StepsEducate yourself about project managementJoin PMIAttend PMI monthly chapter meetingsBecome PMP certifiedRead project management publications

  • Next StepsEducate your company about Project MgmtDiscuss advantages with managementPublish information in company newsletterHost user groupsHost meetings discussing project managementwww.pmi.orgwww.pmi-honoluluchapter.org


  • QuestionsDoug Forselldforsell@homenet-usa.com

    Schedule your plans so that progress towards them can be monitored. Break up larger plans into discrete milestones so that you can track progress.Develop plans of action to achieve each of your goals. Together these plans comprise your strategy to bring you from the As Is to the Should Be. Each plan should be specific, including who is responsible for each part, and how all the parts fit together. Use multiple slides if necessary.Paint a vivid picture of the new and improved organization. Be sure to include your audience enjoying the rewards of the change in your picture.