2015 Project Execution Training December 1, 2015

Transcription

1 2015 Project Execution Training December 1, 2015

2 Project Management Office Overview Vision Statement The University of Lethbridge IT PMO Will: Enable Project Teams to be successful through providing a leading model for Project Management Establish confidence in project execution results through reliable on-time, in-scope and on-budget project delivery Build a learning organization that evolves with the operating environment Drive value through reduced project durations, lower capital spend, and improved business outcomes

3 Management Office Overview The Project Management Office serves clients within IT and the University by providing 4 key services: Portfolio Management Center of Excellence PMO Project Management Business Analysis

4 Portfolio Management Overview Portfolio Management Center of Excellence PMO Project Management Business Analysis

5 Project Portfolio Overview The IT Project Management Office oversees a portfolio made up of 3 different types of project activities: Engagement Active

6 Active Active are fully approved projects that have passed through the Governance model and are executing. Engagement Active

7 projects focus on defining an opportunity to see if it is a project and preparing it for approval. Engagement Active

8 Engagement Engagements occur as a result of out of scope tasks becoming new opportunities. These are tracked for future use. Engagement Active

9 Portfolio Management Portfolio Management is the process by which opportunities mature through the cycle. From Engagements Engagement Active

10 Portfolio Management Through Engagement Active

11 Portfolio Management Into Active and ultimately completed projects. Engagement Active

12 Portfolio Management Portfolio Management keeps the wheels turning in the right direction. Engagement Active

13 Project Management Overview Portfolio Management Center of Excellence PMO Project Management Business Analysis

14 Project Management At a Glance What Is Project Management? What Are the Benefits? Project Management is a discipline focused on the execution of one time activities in support of larger business objectives. Project Management encompasses many tools, techniques and approaches that organizations can choose to apply to meet their specific needs. Improved delivery on time and budget Informed decisions when changes are needed Strengthened project Governance Repeatable and reliable project success Customer focused delivery that drives stakeholder value from project work Less overhead on resources in teams so they can focus on their day jobs Why do Project Management? To improve confidence in solution delivery and reduce the effort in implementing IT solutions. Who Will be Affected? All stakeholders of existing and future projects, the ITPC, and ITS management will be affected. What is the Timeline? Project Management is here today. Movement to a centralized, disciplined approach that is adhered to across the majority of the project portfolio is to be realized by the end of 2016.

15 Project Management Some Key things the Project Manager is responsible for: Project Budget Project Schedule Project status reporting Coordinating stakeholders Project Resource Management Change control Accountable for overall project success

16 Business Analysis Overview Portfolio Management Center of Excellence PMO Project Management Business Analysis

17 Business Analysis At a Glance What Is Business Analysis? Business Analysis is a methodology for ensuring that solutions are built and implemented that meet the needs of the end users. Business Analysts employ a disciplined approach to gathering solution requirements, liaising between technical resources and business stakeholders, and quality analysis to ensure what gets built serves the original need. Why do Business Analysis? To ensure that the investment in building and implementing solutions delivers value. Who Will be Affected? Users who propose new projects and project team members of future projects. What Are the Benefits? Improved alignment between needs and delivered capabilities More reliability around cost and effort estimates Fewer scope changes Enhanced decision making around what work gets done, when Reduced workload for technical resources and project sponsors What is the Timeline? Business Analysis is being done today but the intention is to have the team staffed and the BA engagement model put in place by Q1 of Benefits will gradually appear as projects are executed over 2016 and beyond.

18 Business Analysis Some Key things the Business Analyst is responsible for: Business requirements Technical requirements Requirement Change Management Balancing requirement priorities Solution selection criteria Solution selection Test Planning

19 Center of Excellence Overview The Project Management Office operates a Center of Excellence within IT Services: Portfolio Management Center of Excellence PMO Project Management Business Analysis

20 Center of Excellence The Center of Excellence collects learnings from PM and BA work as well as outside learnings across IT: Best Practices Tools & Templates Seminar and Conference Materials PMI/IIBA/other external body best practice materials Learnings register Job Aids Knowledge Base

21 Project Execution Methodology: Engagement Engageme nt Active Gather Define Prioritize Document Review

22 Project Execution Methodology: Engagement Engageme nt Active Gather Define Prioritize Document Review During the Gather phase the opportunity is initially identified and recorded Identifying who the idea was generated by and when is critically important Often a judgment call is required to determine if: The opportunity is actually part of an existing project OR if the opportunity is large enough to add value on its own

23 Project Execution Methodology: Engagement Engageme nt Active Gather Define Prioritize Document Review During the Define phase the Business Analyst will gather a small amount of information to understand the rough size and complexity of the opportunity. Ballpark estimates on cost and duration (days/weeks/months) are entered into the register And any information known about impacted systems, stakeholders, and potential sponsorship

24 Project Execution Methodology: Engagement Engageme nt Active Gather Define Prioritize Document Review Once the Opportunity is roughly defined the Opportunity is prioritized Prioritization of Opportunities is a simple force-rank against all other Opportunities. Therefore each time a new Opportunity is introduced, the entire queue is reprioritized, keeping it evergreen.

25 Project Execution Methodology: Engagement Engageme nt Active Gather Define Prioritize Document Review Documenting the engagement involves gathering any related notes, images, s and other information that may be relevant and storing it on the project OneDrive. This ensures that the next time someone picks the opportunity up (months or years later) they can quickly access the history. Engagement OneDrive location: Management/Engagements Repository

26 Project Execution Methodology: Engagement Engageme nt Active Gather Define Prioritize Document Review Review involves a structured process on an annual basis to ensure the queue remains accurate and relevant. The whole PMO team sits down and reviews the Engagement Queue. They determine if the information is still accurate, and if opportunities are still relevant. Remaining opportunities are prioritized and the top 5 are presented to the ITPC by the PMO Manager.

27 Project Execution Methodology: Engagement Active Discover Analyze Evaluate Propose Approve

28 Project Execution Methodology: Engagement Discover Analyze Evaluate Propose Approve Active projects are kicked off via a Discovery meeting This is a face to face interaction with the project sponsor to understand the nature of the project and establish a basic scope A successful Discovery will yield an understanding of the stakeholders, constraints, and business drivers that will impact the project The Discovery is mandatory.

29 Project Execution Methodology: Engagement Discover Analyze Evaluate Propose Approve Active Analyze is the next stage and involves requirement gathering, stakeholder analysis, and alternative analysis within the University. The goal is to understand the needs of everyone impacted by the new solution As well as if there are existing solutions that solve the same problem The phase is usually run by a single member of the PMO team.

30 Project Execution Methodology: Engagement Discover Analyze Evaluate Propose Approve Active Once data is gathered it needs to be evaluated The output of Evaluation is a Business Requirements Document, which has been reviewed and approved by the stakeholders and sponsor Evaluation also includes generating a baseline cost estimate for the solution, which may require investigating possible solutions and seeking quotes

31 Project Execution Methodology: Engagement Discover Analyze Evaluate Propose Approve Active The Propose phase is all about preparing a Business Case that can be used for either internal Operational approval, OR ITPC Governance approval. The business case needs to be approved by the sponsor before being presented to the ITPC. At this stage the solution needs to be understood well enough that the Business Case is valid.

32 Project Execution Methodology: Engagement Discover Analyze Evaluate Propose Approve Active Approval is the final stage at which the PMO Manager presents the Proposal to the ITPC or the ITS Manager (for internal operational projects). The three outcomes are: Approval, in which case the activity is converted to an Active project; Rejection, in which case the activity is closed and not pursued. Or Refinement, in which case the activity needs more evaluation before a decision can be taken.

33 Project Execution Methodology: Active Engagemen t Active Initiate Plan Execute Monitor Close

34 Project Execution Methodology: Active Engagemen t Active Initiate Plan Execute Monitor Close Active projects are kicked off using the Initiate Process Initiate is a series of activities that prepare the project for execution Initiation involves a number of project activities: Requirements verification Technical Specifications Project Team Formation Resource Assignment and high level forecasting Project Charter Creation & Approval Re-approval through ITPC if changes have occurred since original approval

35 Project Execution Methodology: Active Engagemen t Active Initiate Plan Execute Monitor Close Project Planning focuses on building detailed task and resource plans for the project. The Plan phase involves the following activities: Project WBS (first half of Project Plan ) Project Schedule (second half of Project Plan ) Resource Utilization Plan Communicate and Approval of Resource Plan with Resource Managers Change Management & Communication Plans (for medium and large projects)

36 Project Execution Methodology: Active Engagemen t Active Initiate Plan Execute Monitor Close Execution is the process of doing the work to make the project happen. Execution covers the largest block of project activities: System Design OR 3 rd Party System Selection (RFP) Solution Development (internal) OR Solution Procurement (external) Test Planning Deployment of solution to test environment Test Execution User Acceptance Testing User Training Go-Live

37 Project Execution Methodology: Active Engagemen t Active Initiate Plan Execute Monitor Close Monitoring happens during the Planning, Execution, and Closure phases and is the process of running the project Monitoring involves the generation and maintenance of the project artefacts and team activities: Weekly Status Reporting Maintaining the Risk and Issue Register Maintaining the Decision Register Requirement Changes and Scope Changes (if necessary) Project Plan updates Workfront updates for metric tracking

38 Project Execution Methodology: Active Engagemen t Active Initiate Plan Execute Monitor Close Closing the Project formalizes the completion of the project and captures learnings for the future. This involves reviewing the project with all stakeholders, gathering feedback, and ensuring agreement that the project is closed. Additional work or phases may be defined, and all learnings should be captured.

39 Project Management Office Performance Metrics The University of Lethbridge IT PMO will be measured on: started each year completed each year Active project success rate Average project durations (deltas year over year) Project Cost and Schedule delivery accuracy Process compliance Incidence rate of shadow projects that bypass the PMO (deltas year over year)