Questions??*Gloria Trope, PMPSr. Management Advisor
([email protected])Mazhar Mansoor, PMPSr. Management Advisor
([email protected])
*Project management is becoming the norm for doing business in
many organizations. Every project should contribute to an
organizations strategic plan. However, not every organization has
effectively linked projects with its strategic plan. It is this
failure to integrate the strategic plan with project management
that is a major reason desired outcomes are not achieved and
strategic plans are relegated to gathering dust on office
shelves.
Effective project management starts with selecting and
prioritizing projects that focus on achieving the organizations
vision. But how can we ensure this linkage? We need to make sure
that we integrate projects within the strategic plan. This
presentation provides a case-study of how the Washington Suburban
Sanitary Commission revised its strategic management process to
integrate strategy with project management
***This this approach our hope is to bring simplicity,
efficiency and execution focus to the strategy management process
at WSSC.
Individual and teams must understand how their work impacts
metrics and strategies being pursued by the organization.
This model creates a clear line of sight between individual
goals and organizational strategies
This model helps in translating higher level business strategies
to individual goals
Our goal is to Keep it simple and not make it more difficult
than it needs to be. It will work only if it is easy to
conceptualize and implement.
Its a beginning of the implementation of The Balanced Scorecard
(by Kaplan & Norton "The Strategy Focused Organization",
"Strategy Maps")
**Strategy Formulation (Creation of Vision, Mission, Core Values
and Strategic Priorities)
An effective corporate governance model has been enabled with
the transfer of strategy formulation function (creation of vision,
mission, core values and strategic priorities) to
commissioners.Strategy Evaluation (Selection of performance
objectives and monitoring & reporting of progress)
A fully automated Performance Management System is being
developed to enable performance monitoring and reporting.
A Portfolio-Based Planning Process (to ensure right programs and
projects are selected to achieve desired performance targets.)
Planning process is fully aligned with budgeting and annual
individual performance goal-setting process.There is ample time
available for planning to increase shovel readiness of projects
when the fiscal year starts.Successful completion of the key
projects to increase accountability - on time/on budget/with
quality delivery. Project evaluation to determine if a project
achieved its objectives - post-implementation. (achieving the
desired outcomes)
*This will assure the integration of planning and budgeting
activities
The new framwork will our performance in some key areas such
as;Strategic PlanningPerformance MeasurementIntregrated business
planningManagement reportingOrganizational Culture and Reward
System.
*** Annual Workplans (Draft)
Objective (s)Create a draft Annual Workplan for each Team/Office
for FY 2014Key Considerations/BenefitsEarly start Annual Workplan
will help provide inputs to the portfolio teams Multi-year
initiatives, carryover items from previous year could be used as
inputs to the Annual WorkplanKey ActivitiesSend Templates and
Instructions to Teams/Offices SSMOComplete and submit Annual
Workplan drafts to SSMO Teams/ OfficesEnter Annual Workplan data
into PPM Center SSMOSort Annual Workplan by Portfolio SSMOProvides
sorted list to Portfolio Teams SSMODeliverables Annual Workplan
DraftPortfolio Lists Draft
Portfolio Meetings
ObjectivesSet performance targets and recommend strategic
initiatives (programs, projects and activities) to the GMO for each
Strategic Priority Portfolio Key Considerations/BenefitsSetting
strategic direction and putting organizational focus on leadership
priorities Defining focused, quantifiable performance outcomes
measures of success Selecting projects and programs that support
strategic prioritiesKey ActivitiesReview strategic priority
objectives and measuresReview past performance and set new goals
for the next fiscal yearSelect initiatives and make
recommendationsDeliverables Portfolio RecommendationsPortfolio CLT
PresentationUpdated performance objectives and measures (KSMs)
Budget Planning
ObjectivesPrepare budget packages (Annual Workplan, Budget
Request Form) for the budget meetingsKey
Considerations/BenefitsEnsure strategic planning process is aligned
with the budgeting processJustification is provided for all budget
request using Budget Request Form/Project CharterProjects are
ranked based on strategic prioritiesKey Activities Update Annual
Workplans based on the portfolio recommendations - TeamsRank
projects - TeamsComplete Budget forms / Project Charter -
TeamsSubmit budget (Annual Workplan, Budget forms) -
TeamsDeliverables Updated Annual Workplans (with Budget)Budget
forms (New and Reinstated Programs Request Form)
Annual Workplan/Budget Meetings
ObjectivesReview and approve proposed Annual Workplan for next
fiscal yearDue Date Oct 15thKey Considerations/BenefitsInformation
needs to be collected and presented in a consistent manner to
ensure efficient decision makingDecisions are to be captured and
communicated in consistent formatKey ActivitiesHold Annual Workplan
/ Budget Meetings FinanceFinalize Workplans Teams /
SSMODeliverables Approved Budget (by the GM/CEO)Updated Annual
WorkplansApproved Portfolio Recommendations List
The initiating processes determine the nature and scope of the
project.[25] If this stage is not performed well, it is unlikely
that the project will be successful in meeting the business needs.
The key project controls needed here are an understanding of the
business environment and making sure that all necessary controls
are incorporated into the project. Any deficiencies should be
reported and a recommendation should be made to fix them.The
initiating stage should include a plan that encompasses the
following areas:analyzing the business needs/requirements in
measurable goalsreviewing of the current operationsfinancial
analysis of the costs and benefits including a budgetstakeholder
analysis, including users, and support personnel for the
projectproject charter including costs, tasks, deliverables, and
schedule
*Objective (s)The Planning Phase takes the initial scope and
definition of the project and adds greater detail. The Project
Management Plan is the overarching document used to plan, execute,
monitor and control, and close a project. The Project Management
Plan has such detail as the project schedule, resources, and budget
as well as subsidiary quality and risk plans. Key
Considerations/BenefitsIf you fail to plan, you plan to failKey
Activities (Activity Responsibility Date)AMM DebriefRefine scope
and create project schedule/ POAM Complete workforce
planningConduct resource planning session (match making) -
AprilComplete risk planningComplete Performance Management Goal
Setting with Employees Submit budget reallocation requests as
neededUpdate plans as needed
Deliverables Project Management Plan (Resources, Project
Schedule, Budget, Quality Plan, Risk Plan)Completed employee
performance appraisal forms (Performance Management Program - PMP
Forms)
After the initiation stage, the project is planned to an
appropriate level of detail The main purpose is to plan time, cost
and resources adequately to estimate the work needed and to
effectively manage risk during project execution. As with the
Initiation process group, a failure to adequately plan greatly
reduces the project's chances of successfully accomplishing its
goals.generally consists of[determining how to plan (e.g. by level
of detail or rolling wave);developing the scope statement;selecting
the planning team;identifying deliverables and creating the work
breakdown structure;identifying the activities needed to complete
those deliverables and networking the activities in their logical
sequence;estimating the resource requirements for the
activities;estimating time and cost for activities;developing the
schedule;developing the budget;risk planning;gaining formal
approval to begin work
*Objective (s)This is the phase when the work occurs. Execution
begins once plans are in place and the fiscal year starts. During
execution, the project manager will also monitor stakeholders to
ensure that stakeholders needs are met.Key
Considerations/BenefitsBy completing planning before July, maximum
time could be devoted to the execution phase of the projectsKey
Activities (Activity Responsibility Date) Support and monitor key
projects as needed (SSMO) Direct and manage project execution
Develop new system, process or product Monitor and report
performanceDeliverables End product or resultStatus and Progress
ReportsChange Requests
Executing consists of the processes used to complete the work
defined in the project plan to accomplish the project's
requirements. Execution process involves coordinating people and
resources, as well as integrating and performing the activities of
the project in accordance with the project management plan. The
deliverables are produced as outputs from the processes performed
as defined in the project management plan and other frameworks that
might be applicable to the type of project at hand*The Monitoring
and Controlling Process Group measures and monitors progress to
identify variances from the project management plan so that
corrective action can be taken when necessary to place the project
back on schedule. This process group consists of those processes
performed to observe project execution so that potential problems
can be identified in a timely manner and the appropriate corrective
actions can be executed*Objective (s)Closing phase formally closes
the individual projects, after the objectives are met and accepted.
Due Date July 30thKey Considerations/BenefitsA formal project
closure allow us to firstly, recognize its success and secondly, to
capture lessons that will benefit future projectsKey Activities
(Activity Responsibility Date) Develop project closing report
Archive project documentation Submit final WorkplansDeliverables
Closing ReportClosed out Workplans
Closing includes the formal acceptance of the project and the
ending thereof. Administrative activities include the archiving of
the files and documenting lessons learned.This phase consists
of:[6]Project close: Finalize all activities across all of the
process groups to formally close the project or a project
phaseContract closure: Complete and settle each contract (including
the resolution of any open items) and close each contract
applicable to the project or project phase
***
