Management s Role in Improving Projects

Transcription

1 Management s Role in Improving Projects John Olson Project Management Officer Wisconsin State Lab of Hygiene JohnOlson@slh.wisc.edu Management s Role in Improving Projects Define project management What project management can and can t do Common problems with projects PM solutions and Manager s role Implementing change in PM 1

2 Define Project Management What is a Project Manager? The Project Manager (PM) is the person given the responsibility for providing the deliverables of a selected project to the customers of that project. Define Project Management What is a Project? A temporary endeavor undertaken to create a unique product, serve, or result 2

3 Define Project Management What does the Project Manager need to do to increase the chance for success? Communication, - Customer Communication, - Project Team Communication - Management Define Project Management What does the Project Manager need from Management? Clear Expectations Support Delegated Responsibility 3

4 What project management can and can t do Project Management Can t Make staff give accurate estimates Make people work on the right tasks Make unreasonable people reasonable Make staff good at what they do Project Management Can Give tools to make realistic & complete Estimates Define the right tasks to work on and by who Help set and communicate reasonable expectations Point the way and give the communication tools to produce the right thing Common problems with projects SYMPTOMS Many projects started but never finished You do not know what projects are being worked on. Too many active projects for the number of resources Project interruptions SOLUTION Get control over how projects are started. (Prioritization and Approval) Project Portfolio Management 4

5 PM solutions and Manager s role Solution: Portfolio Management Getting an organized process for determining what are the right projects to work on. Managements role: Resource planning Saying: No, Not Yet or Yes Common problems with projects SYMPTOMS Over Delivery: Projects take much longer than estimated Keeping your project team on track and/or on schedule? Customers aren t participating in project Under Delivery: Products not satisfactory to Customer Original need not met SOLUTION Get written layout of the project s target and make a map to get there. Scoping and Planning Project Charter (Definition), Project Deliverables (WBS), Define Success (S.M.A.R.T) 5

6 PM solutions and Manager s role Solution: Scope/Planning Identify the Target Measuring Success (S.M.A.R.T) Create a map to the Target Managements role: Review and Approve the plan Be sure project success is measured Give clear direction on the flexibility of three constraints Triple Constraints of PM Quality Cost Time Quality Scope Cost Time 6

7 Common problems with projects SYMPTOMS Customer ask for changes, but do not understand why the project is taking so long. The final products of your project is much larger than the original requests Repeated late delivery of projects. When things go bad they are difficult to recover from. Stakeholders do not understand that a project that affects them is in progress. SOLUTION Regular communication with invested parties and getting control over changes Communication and Change Control Monitoring (Control) PM solutions and Manager s role Solution: Project Monitoring (Control Phase) Change Control Schedule Monitoring Communications Managements role: Clarify what changes need approval Require and respond to regular status reports Be sure PM keeps regular communication 7

8 If you wait it may be too late Project Reality FICTION FACT Common problems with projects SYMPTOMS The product has been delivered but the projects stay open. Project team does not understand when they are done. SOLUTION Project Charter (Definition), User Acceptance, Change Control Project closing 8

9 PM solutions and Manager s role Solution: Project Closing Key Tools: Project Plan, User Acceptance, Change Control Managements role: Require User Acceptance Review Measures of Success Roadblocks and Pitfalls to Change Motivation (No pain and/or Encouragement) No pressure for delivery on time I can still run projects without official approval We can still work on projects without following standards Resistance I don t have the time View as Red Tape or Controls 9

10 Implementing change in PM Balance Education, Tools and Standards Ask for only what you will use Be sure PM has support of Management Create environment of responsibility and accountability Set the standard for success Defining Success A project is highly successful when the following are true (taken from the DPHIS PMO Charter): Pre-defined Business Objectives and Project Goals were achieved or exceeded (i.e., the project satisfied the need that created it) All deliverables included in the project scope were implemented An appropriate quality product is fully implemented and utilized Project delivery met or beat schedule and budget targets There are multiple winners: Project participants have pride of ownership and feel good about their work The customer is happy Management has met its goals. Project results helped build a good reputation for DPHIS. Methods are in place for continual monitoring and evaluation. 10

11 Excellent Local Educational Opportunities UW Executive Education Project Management Masters Program UWProjectManagement.com PMI Madison / South Central Wisconsin Chapter pmi-madison.org madison.org 11