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Project & Change Management Overview
Don Duffey
Zurich North America
* PLEASE MUTE YOUR PHONE LINE DURING TODAY’S PRESENTATION *
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ICE Anti-Trust Statement - All participants should duly note that a copy of the ICE ANTI-TRUST POLICY has been given to you. The statement reminds us that the policy restricts decision-making and discussion. These restrictions are designed to prevent even so much as an appearance of impropriety. The policy statement should guide us in all our discussions.
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Agenda
• Speaker Introduction
• Project Management
• Change Management
• Lessons Learned – A Practical Application
• Making Projects Successful
• Q&A
• Appendix
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Speaker Introduction
• Donald Duffey, PMP
• Obtained Project Management Professional
designation in 2005
• Background- Computer Science major- Working with commercial/personal line insurance systems since 1995- Began project management of small initiatives
in the late ’90’s with a large consulting firm
• Career Progression:- Project Lead – 2001
- Small initiatives- <6 months / <2500 hours / <$50k
- Project Manager – 2004- Large initiatives- Up to 3-years / 250k hours / >$25M
- Program Manager – 2009- Application Director – 2011
- Oversight of small and large initiatives (portfolio management)
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Project Management
• What?- Organization work – divided into operations and projects- Project – “A temporary endeavor undertaken to create a unique product,
service, or result”1
- Project Management - “The application of knowledge, skills, tools and techniques to project activities to meet the project requirements”1
• Who?- Project Management Institute (PMI)- Project Manager
- Responsible for the success of the project and in charge of all aspects of a project
- Project Team- Created for sole purpose of delivering a project; disbanded afterwards
- Stakeholders
• Why?- Ensure project objectives/deliverables are completed within known
constraints- Address risks and issues that arise given uncertainty projects come with- Provide controlled & dedicated management to protect a company’s
investment and deliver on stated benefits1 ©2008 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fourth Ed.
Project Management (cont’d)
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• How?- Process Groups (as defined by PMI):
- Initiating- Project sponsor, project charter, benefits, stakeholder analysis
- Planning- Project management plan, resource plan, work breakdown structure,
estimate costs, develop budget, plan supplier usage- Executing
- Form project team, manage project team, perform quality assurance, execute project plan
- Monitoring and Controlling- Verify scope, control scope, control costs, control schedule, monitor
and control risks- Closing
- Close work orders, conduct lessons learned, close project phase- A set of Process Groups are embedded in each phase of a project,
or Software Development Lifecycle (SDLC) for IT-based projects
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Project Management (cont’d)
• How?- Development Methodology: Waterfall
- Delivering projects in a sequenced, well thought out manner- Deliverables created one after another, with a high level of
precision- V-model; depicts relationship between deliverables produced
via waterfall methodology
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Project Management (cont’d)
• How?- Development Methodology: Agile
- Delivering in an iterative and progressive manner with less focus on dotting i’s and crossing t’s
- More emphasis on prototyping with the business as a team; progressive elaboration
- Scrum; one type of iterative/agile methodology delivering a project via sprints
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Project Management (cont’d)
• How?- Common Tools
- Project Plan/Schedule- Resource Plan- Stakeholder Analysis- Risk Register/Log- Change Management Plan- Project Management Software
- Project Governance- Status; gathering and reporting- Project Management Office (PMO)- Steering Committee
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Audience Poll Questions
• What project barriers have you encountered in the past?
A. Unclear scopeB. Lack of strong requirementsC. Weak project sponsorshipD. Weak project managementE. Lack of process understanding/definitionF. Lack of change management
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Audience Poll Questions – Results
• What project barriers have you encountered in the past?
A. Unclear scope (3)B. Lack of strong requirements (2)C. Weak project sponsorshipD. Weak project managementE. Lack of process understanding/definition (1)F. Lack of change management
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Change Management
• What?- Change – to transform or convert- Change management is an approach to transform organizations,
teams and individuals from a current state to a future state
• Who?- Changefirst
- PCI Practitioner (PCIP)- Project team
- Project sponsor- Project manager- Implementation lead- Project team
- Others- Organization executive leadership- Impacted users
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Change Management (cont’d)
• Why?- Ensure success of change initiatives by preparing those affected by
the change in advance of the targeted change- Integrate the business process changes, training and
communications that impact the same audience so they understand how to execute the changes when they perform their job
- There’s a need to coordinate the timing of when changes are rolled out to the field, including the sequence/timing of the communications and training
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Change Management (cont’d)
• How?- People Centered Implementation (PCI©) methodology, developed
by Changefirst- Change champions – provide value-added insight for future
system and processes development including training, communication and implementation approaches
- Change campaigns- Organized effort aimed at improving user readiness and adoption of
change(s) - Consists of a portfolio of projects / initiatives that have change(s),
learning / development events and / or implementations aimed during a particular timeframe and audience (e.g. Q3, user community)
- Develop and implement a consistent approach to change / communication / implementation / training / post implementation support across the portfolio of projects / initiatives in the campaign
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Lessons Learned – A Practical Application- Project A
- Sponsoring business unit needs to be engaged at the beginning of project for its duration
- Business needed to assign a decision maker whose priority is the project- Governance process did not provide adequate support for resubmissions or
easily allow teams to place projects on-hold when needed- Need strong business and end-user participation throughout project life cycle- Establish clear accountability of IT Sourcing / Legal / Procurement before
vendor / contract issues arise- Develop prototypes if applicable to illustrate to business & key stakeholders
what is being built as a way of managing expectations & improving understanding
- Project B- Define clear project team roles and responsibilities- Ensure appropriate supplier oversight is in place- Improve review/approval process for scope changes/change requests- Improve teams understanding of business functionality and process
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Making Projects Successful
• Key drivers of successful project implementation- Clear direction on priorities- Prevention of “scope creep”- Establishment of project as high priority for organization
• Starts with strong stakeholder engagement….- Good Project Sponsorship – defined boundaries, clear
expectations, and senior leadership alignment- Steering committee utilized to ensure stakeholder
alignment, manage communication around scope and mitigate risks- Consistency of messages enable better acceptance by impacted users
• Follow project management methodology right for your organization
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Appendix
• Project Management References- Project Management Institute, http://www.pmi.org/
- Project Management Body of Knowledge (PMBOK)- Wikipedia, http://en.wikipedia.org/wiki/Project_management- Six Sigma, http://www.isixsigma.com/
• Change Management References- Changefirst, http://www.changefirst.com/- Wikipedia, http://en.wikipedia.org/wiki/Change_management