Project Management: Delivering Successful Projects OLA Super Conference Friday January 30, 2009
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1 Project Management: Delivering Successful Projects OLA Super Conference Friday January 30, 2009 Session # 1319 Frances Grano Supervisor, Projects & Development Information Systems + Solutions Town of Oakville Susan Kun Manager, Woodside Branch Library & Adult Collections Oakville Public Library Andy Will Project Manager, GTA Farecard Project Town of Oakville Where people and ideas meet.
2 Introduction Experience with PMDAG initiative (Project Management Development Advisory Group) Internal project management initiatives Intranet portal for templates and collaborative tools Project management at Oakville Public Library Project management resources Questions
3 What is a project? What is a project? A series of interrelated activities with a specific goal or end result and specific start and finish dates Source: Pinnington Training & Development, 2008 What is project management? The application of knowledge, skills, tools, and techniques to meet the project requirements Source: Project Management Institute PMBOK 3 rd Ed. 2005
4 Situational Analysis Staff conducting projects started to recognize the need to improve our project management processes. Limited consistency in the project methods being applied. Pressure to deliver more with less. Limited resources, time constraints, and budget restrictions. Many projects were conducted by operational staff as supplemental work. Often underestimate the impact of projects within a municipal environment. Growing trend within project management field to build core competencies within operational departments instead of centralized project offices.
5 Objectives With the support of Senior Management, staff developed objectives s to improve project management within the Town Further the Town s s project management culture so that the value of effective, planned project delivery and best practices are incorporated into all project delivery scenarios Provide Town staff with tools/templates to assist with projects (i.e., training, toolkits, intranet) Provide Town staff with support on projects. (i.e., mentoring, PMDAG Team Project Management Development Advisory Group) Create a corporate culture that embraces project management
6 Result The mandate of the Project Management Development Advisory Group is to further the Town s s project management culture and knowledge base.
7 Approach In order to achieve success and gain acceptance, a strategy was formed on the approach the group would take to introduce project management change: Advisory capacity Pull vs. Push approach Build on successes Cross-department participation Recognition of the organization s s diversity Gradual, iterative process Operate as a Project/Program
8 PMDAG - Scope Terms of reference established to govern the group s activities In Scope: 1. Operational Tool Kit 2. Learning and Development 3. Project Management Evaluation 4. Project Management Governance 5. Communications Strategy Out of Scope: 1. Execution of organization s s projects 2. Controlling the quality of projects being conducted
9 PMDAG Initiatives Ongoing PM Framework OPM3 Measurement (Organizational Project Management Maturity Model) Communications Mentoring Current Training Measurement Scope
10 OBJECTIVE: Project Management Framework To establish a Project Management Framework that could be shared across Town of Oakville, including templates and guidelines for all phases of project management. KEY DELIVERABLE Establish a repository for templates & guidelines To facilitate sharing Master source of information Knowledge base
11 Project Management Process
12 PM Framework Portal
13 Phase 1 - Concept
14 Phase 1 Concept Business Case
15 What level of PM to apply? The level of detail for project management discipline may depend upon: Level of project risk Level of budget required Level of internal resources used Level of external resources used Your stakeholder preference
16 PM Lite? WHEN SHOULD I USE PROJECT MANAGEMENT LITE The project management framework is a set of guidelines and templates. The framework can be used as a tool set to suit the needs for the e size and complexity of your project. NOT all Lite projects may mature into a true project; however the framework will assist in providing strategic direction, ownership, needed funding and risk mitigation. WHY USE PROJECT MANAGEMENT LITE DOCUMENTATION For audit purposes - should Town Management have any questions about technologies or processes deployed there will be a documented trail that will substantiate the background of any work performed. For due diligence review - - should Town Management have any questions regarding resources and/or funding allocated. For prioritizing the work plan with a limited supply of internal resources and a demand for resources exceeding the current capacity the departments work plan must be planned and prioritized in order to meet Town expectations.
17 PM Lite Example: Simple Checklist Project Management Lite Checklist Questions / Action Completed? Yes No Comments Sponsor identified? With funding? With signing authority? Stakeholders identified? Resources identified? Internal? External? Financial? Human? Which of the following documentation is required? Project Business Case approvals Project Charter scope, budget, timeframe Project Plan task list Project Implement Develop, test, train, release Project Closure Long-term maintenance Archive project information Lessons learned Has the official end of the project been communicated? Staff released? Lessons Learned? Effectiveness evaluated?
18 Value to the Organization Projects are becoming increasingly complex, visible and we don t t want them to fail Increase corporate and individual project management competency (certifications, industry best practices) Increase knowledge transfer across projects Consistent project management methods Planned and collaborative approach Greater project accountability
19 Glen Abbey Branch Library
20 Glen Abbey Branch Library
21 Glen Abbey Branch Library
22 Glen Abbey Branch Library
23 Glen Abbey Branch Library
24 Glen Abbey Branch Library
25 Grand Opening: Glen Abbey Branch Library
26 What we learned from the PM Processes Stakeholders sign-off, involvement in decision making process (Construction Projects) Which processes has OPL used: Charters Children s, Teen Advisory Group Business Case for RFID Project schedules Clearview Neighbourhood Branch Lessons learned Glen Abbey Expansion Project
27 OUR ADVICE Begin by developing an awareness of what already exists Create a repository of what exists Be clear and focused on the goals and objectives Analyze the goals and objectives of the project Use tools that work and are easy to understand by all stakeholders, i.e., PM Lite Engage your stakeholders early and often
28 Resources Project Management Institute ( PMBOK (Project Management Body of Knowledge) OPM3 Local Chapters & Interest Groups Gantthead.com Other government agencies Province of Ontario NASA US Department of Defense
29 Questions? Thank You
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