Project Management: An Overview

1. Project Management:An Overview Managing Operations

2. 2 Agenda Course Focus What is a Project? What is Project Management? Project Management Skills Why is Project Management Needed? Checklist for a Doomed Project Leading Contributors to Project Success The Cost of Failure: An Example

3. 3 Objectives Define a project. Describe the phases of a project. Define project management. List project management skills. Recognize the need for good project management. Identify various reasons for project success and failure.

4. 4 Course Focus This course will focus on: IT project management, Skills needed to succeed and, The use of those skills for you career enhancement skills As a program Manager, technical or business skills alone will not carry the day. You must have a combination of knowledge to be successful in this endeavor. This course will continue to expand and enhance your existing skills in those areas.

5. 5 Why Businesses Exist. First and foremost, businesses exist to maximize the value of their owners equity. Non-profits may have a definition of �value� that is not based on monetary worth, but they do what they do to increase that value. Successful businesses never loose this focus nor deviate from it in the development and execution of their business plans. Methodologies may vary but the goal is constant. DO NOT FORGET THIS!

6. 6 Planning: Hierarchy, top dictates the ones below it. Vision: How you differentiate activity from progress? (Beltway Activity Report- 400 miles, goal is to get to LA, failed) What are you trying to accomplish? You should have a vision for yourself? Your company? More than one page? Go do it again Ex: Eisenhower mission statement in the 2nd world war: 1) Invade the continent of Europe 2) Defeat the German Army 3) Occupy the German Heartland A ton of details� got up every morning knowing his job. Pharmaceuticals--- Can�t have a vision that makes pharmaceuticals succeed. Has to be a pharmaceutical vision that American health succeed. Strategies: What do I have to do to make this Vision real. If you do all these things--- would you acocmplishyour vision Projects: Building blocks� they are the thing that makes the strategies real. (next page) Project: definition-- definable delegatable achievement. Process� Cooking Everytime you have an activity, define the results, not the activity. Monkey theory of management--- Every problem is a monkey. The goal of the meeting is to make sure everyone else has the monkey. Someone has to feed the monkey. Really good managers review who has what monkeys at the end of the day. Connie: You get what you inspect no what you accept. Tasks: What you do every day. Newt learns and he teaches. If you think about what you can do , you can get better at it. Typing and the Internet, etc. Retrain yourself--- this ask Answer phone, send emails, make speeches, practice getting better at and gives you an efficiency that busy you time and an effectiveness that allows you to get more things done. Hierarchy: You can do alone You can�t implement it yourself� you have to get people bought in Leadership Model The leading comes last Listening: People know more than you. Learn: Americans cheat: 1) glazed over� patients 2) Meeting, make your presentation, transitionally shut up, cheating: transactionally� shut up, developing your argument Appreciate Understanding: Why they are saving what they are saying and why it makes sense to them. Don�t need to sympathize and don�t need to agree. ( Ben Laden, good to know, and we�re still going to kill you)Helped: Land L leads to help: Feel better: Ventilate Asked Good questions New Info and facts, Prestige, Resource, Power and Authority that can help them If you LLH they will ask you to lead When they ask you, go back up This is my vision, these are my projects, these are my tasks, What do you think? You listen to them and then modified This is very hard�. Your first job is to listen You don�t tell them until they tell you Application: Secret: Shuttle diplomacy=== never get all the people in a room until their ready to move. Each person tells you what they think and then you WE used this model to voluntary get 375? Candidates to say YES not just as a platform but a CONTRACT, I will vote on this in the next 100 days. First time legislative body PROMISED to do 10 specific things. Example: Listen to the Goverrnors--- I need money. They want you or they want money--- you needed to deflect info. Litigation or Federal Govt. Your industry is not relevant to my problem Marketing vs. Selling article Planning: Hierarchy, top dictates the ones below it. Vision: How you differentiate activity from progress? (Beltway Activity Report- 400 miles, goal is to get to LA, failed) What are you trying to accomplish? You should have a vision for yourself? Your company? More than one page? Go do it again Ex: Eisenhower mission statement in the 2nd world war: 1) Invade the continent of Europe 2) Defeat the German Army 3) Occupy the German Heartland A ton of details� got up every morning knowing his job. Pharmaceuticals--- Can�t have a vision that makes pharmaceuticals succeed. Has to be a pharmaceutical vision that American health succeed. Strategies: What do I have to do to make this Vision real. If you do all these things--- would you acocmplishyour vision Projects: Building blocks� they are the thing that makes the strategies real. (next page) Project: definition-- definable delegatable achievement. Process� Cooking Everytime you have an activity, define the results, not the activity. Monkey theory of management--- Every problem is a monkey. The goal of the meeting is to make sure everyone else has the monkey. Someone has to feed the monkey. Really good managers review who has what monkeys at the end of the day. Connie: You get what you inspect no what you accept. Tasks: What you do every day. Newt learns and he teaches. If you think about what you can do , you can get better at it. Typing and the Internet, etc. Retrain yourself--- this ask Answer phone, send emails, make speeches, practice getting better at and gives you an efficiency that busy you time and an effectiveness that allows you to get more things done. Hierarchy: You can do alone You can�t implement it yourself� you have to get people bought in Leadership Model The leading comes last Listening: People know more than you. Learn: Americans cheat: 1) glazed over� patients 2) Meeting, make your presentation, transitionally shut up, cheating: transactionally� shut up, developing your argument Appreciate Understanding: Why they are saving what they are saying and why it makes sense to them. Don�t need to sympathize and don�t need to agree. ( Ben Laden, good to know, and we�re still going to kill you)Helped: Land L leads to help: Feel better: Ventilate Asked Good questions New Info and facts, Prestige, Resource, Power and Authority that can help them If you LLH they will ask you to lead When they ask you, go back up This is my vision, these are my projects, these are my tasks, What do you think? You listen to them and then modified This is very hard�. Your first job is to listen You don�t tell them until they tell you Application: Secret: Shuttle diplomacy=== never get all the people in a room until their ready to move. Each person tells you what they think and then you WE used this model to voluntary get 375? Candidates to say YES not just as a platform but a CONTRACT, I will vote on this in the next 100 days. First time legislative body PROMISED to do 10 specific things. Example: Listen to the Goverrnors--- I need money. They want you or they want money--- you needed to deflect info. Litigation or Federal Govt. Your industry is not relevant to my problem Marketing vs. Selling article

7. 7 Vision and Strategies Executives are tasked to develop Vision The Project manager is the tool to implement that Vision. What is the goal? Is it a strategic business goal or tactical objective? Strategic considerations for the creation of Vision are many. The project manager must be given clear directions as to what that Vision is and a clear understanding of what the end result is. The Project(s) must be defined.

8. 8 So what makes a Project? Specific objectives � defines concisely what you are trying to do and what you will deliver�.in detail. This will be to solve some problem. Schedule � define specifically the duration of the effort Budget � Identify what will be your budget and all variables and what you can and cannot control. Resources � Identify who will do the work and commitments that those resources will be available.

9. 9 So what makes a Project? One-time series of efforts rather than ongoing. To build a web site is usually considered a project that consists of multiple tasks. Sample Tasks requiring business leadership Mission statement, Marketing plan, User thread definition, Finance, Business case analysis, others. Sample Tasks requiring technical leadership Content creation, page design, software selection, hardware selection, labor estimating, others.

10. 10 Characteristics of a Project Sequence or phases of activities Unique (Non-repetitive) Simple and/or Complex Inter-related activities Specific Goal Specific Time-frame Specified Budget Defined Specifications

11. 11 Project Stages

12. 12 Who are the Project Players? The Sponsor � The individual who has requested that the project be undertaken. They usually get or provide the funding and face the executives. (Remember the golden rule: he who has the gold, rules) The Stakeholders � Those who are affected by the project and its implementation, The Project Manager � The individual responsible for the management of the project. Project Team � The grunts. Individuals tasked to perform the work identified in the project plan.

13. 13 Why is Project Management Needed? To avoid High Failure rates and High Costs to the Enterprise. 30% of IT projects never reach fruitful conclusion Waste�$75 billion annually 51% exceed budget by 189% and deliver only 74% functionality The Project Manager is tasked to avoid these problems. On time, on budget, to specification�.pick any two. This is NOT acceptable.

14. 14 Leading Contributors to Project Success Effective Project Management Formal guidelines Accountable sponsors Project management skills Measurement systems Formal priorities Regular communication Clear tracking Automated tools

15. 15 Why Projects Fail Lack of Scope Control Poor requirements Definition Schedule/Cost overruns

16. 16 Leading Contributors to Project Failure Undisciplined project management Poor requirements gathering in the initial stages of a project. Poor communications between the IT and business side leading to different expectations. Uncontrolled changes in project scope�. scope creep.

17. 17 The Project Manager As a project manager, your execution of corporate strategy is accomplished by the efficient execution of individual projects. There are tactical and political issues with each project. You will need to face them and overcome those challenges. The primary skill that you will use is communications to those above you and those below you. Communication requires that you listen as well as speak.

18. 18 Project Manager Certification This lecture will cover topics and test material that will probably be covered on either the Project Management Institute (PMI) or Gartner Group IT Project Manager certification test. Links to each of these sites is on my site on the reference links page. This is a good idea to get this certification. It may mean the difference between getting that promotion and getting bumped. This course will help you get prepared for this test.

19. 19 The Project Manager This course is approaching this in a methodical manner. We will look at each element of Program Management and break it apart. Each element is identified and discussed. You are required to participate in these lectures and discussions. Most successful corporations have their own Project Management methodologies.

20. 20 The Project Manager The key difference between a Program Manager and a Project Manager is usually a matter of scope and duration, depending on the corporation. A Program Manager usually has duties that are more comprehensive than managing, building and delivering a single or integrated solution. Program Management often entails managing and transitioning a series of projects from inception to operational support and management. This could cover all aspects of a product line or service, from marketing to ILS and everything in between.

21. 21 The Project Manager A Project Manager is usually tasked with a more limited scope of work with a more finite duration. That duration is scheduled and not necessarily subject to market forces as is the case with a complete product line or program. The following slides discuss Project Management though references will be made to Program Management in this context.

22. 22 Project Management Functions Staffing & Planning - A primary function of the Project Manager is to perform: staffing analysis, staffing acquisition (via HR or subcontracts) and/or requirements analysis and; plan the performance and execution of the project. Organizing & Scheduling � Once the staffing and planning functions are identified, it is the project managers responsibility to organize those individuals into teams and schedule their work. This includes coordinating their work assignments with other Project and managers.

23. 23 Project Management Functions Directing & Controlling �day to day operational direction is usually needed and required. As the project evolves, these skills become increasingly important. Tools and techniques- The organization, scheduling and controlling, as well as performance capturing and knowledge management functions are the responsibility of the Project Manager. Providing feed back to executive management is key to the overall strategic implementation process.

24. 24 Planning: Hierarchy, top dictates the ones below it. Vision: How you differentiate activity from progress? (Beltway Activity Report- 400 miles, goal is to get to LA, failed) What are you trying to accomplish? You should have a vision for yourself? Your company? More than one page? Go do it again Ex: Eisenhower mission statement in the 2nd world war: 1) Invade the continent of Europe 2) Defeat the German Army 3) Occupy the German Heartland A ton of details� got up every morning knowing his job. Pharmaceuticals--- Can�t have a vision that makes pharmaceuticals succeed. Has to be a pharmaceutical vision that American health succeed. Strategies: What do I have to do to make this Vision real. If you do all these things--- would you acocmplishyour vision Projects: Building blocks� they are the thing that makes the strategies real. (next page) Project: definition-- definable delegatable achievement. Process� Cooking Everytime you have an activity, define the results, not the activity. Monkey theory of management--- Every problem is a monkey. The goal of the meeting is to make sure everyone else has the monkey. Someone has to feed the monkey. Really good managers review who has what monkeys at the end of the day. Connie: You get what you inspect no what you accept. Tasks: What you do every day. Newt learns and he teaches. If you think about what you can do , you can get better at it. Typing and the Internet, etc. Retrain yourself--- this ask Answer phone, send emails, make speeches, practice getting better at and gives you an efficiency that busy you time and an effectiveness that allows you to get more things done. Hierarchy: You can do alone You can�t implement it yourself� you have to get people bought in Leadership Model The leading comes last Listening: People know more than you. Learn: Americans cheat: 1) glazed over� patients 2) Meeting, make your presentation, transitionally shut up, cheating: transactionally� shut up, developing your argument Appreciate Understanding: Why they are saving what they are saying and why it makes sense to them. Don�t need to sympathize and don�t need to agree. ( Ben Laden, good to know, and we�re still going to kill you)Helped: Land L leads to help: Feel better: Ventilate Asked Good questions New Info and facts, Prestige, Resource, Power and Authority that can help them If you LLH they will ask you to lead When they ask you, go back up This is my vision, these are my projects, these are my tasks, What do you think? You listen to them and then modified This is very hard�. Your first job is to listen You don�t tell them until they tell you Application: Secret: Shuttle diplomacy=== never get all the people in a room until their ready to move. Each person tells you what they think and then you WE used this model to voluntary get 375? Candidates to say YES not just as a platform but a CONTRACT, I will vote on this in the next 100 days. First time legislative body PROMISED to do 10 specific things. Example: Listen to the Goverrnors--- I need money. They want you or they want money--- you needed to deflect info. Litigation or Federal Govt. Your industry is not relevant to my problem Marketing vs. Selling article Planning: Hierarchy, top dictates the ones below it. Vision: How you differentiate activity from progress? (Beltway Activity Report- 400 miles, goal is to get to LA, failed) What are you trying to accomplish? You should have a vision for yourself? Your company? More than one page? Go do it again Ex: Eisenhower mission statement in the 2nd world war: 1) Invade the continent of Europe 2) Defeat the German Army 3) Occupy the German Heartland A ton of details� got up every morning knowing his job. Pharmaceuticals--- Can�t have a vision that makes pharmaceuticals succeed. Has to be a pharmaceutical vision that American health succeed. Strategies: What do I have to do to make this Vision real. If you do all these things--- would you acocmplishyour vision Projects: Building blocks� they are the thing that makes the strategies real. (next page) Project: definition-- definable delegatable achievement. Process� Cooking Everytime you have an activity, define the results, not the activity. Monkey theory of management--- Every problem is a monkey. The goal of the meeting is to make sure everyone else has the monkey. Someone has to feed the monkey. Really good managers review who has what monkeys at the end of the day. Connie: You get what you inspect no what you accept. Tasks: What you do every day. Newt learns and he teaches. If you think about what you can do , you can get better at it. Typing and the Internet, etc. Retrain yourself--- this ask Answer phone, send emails, make speeches, practice getting better at and gives you an efficiency that busy you time and an effectiveness that allows you to get more things done. Hierarchy: You can do alone You can�t implement it yourself� you have to get people bought in Leadership Model The leading comes last Listening: People know more than you. Learn: Americans cheat: 1) glazed over� patients 2) Meeting, make your presentation, transitionally shut up, cheating: transactionally� shut up, developing your argument Appreciate Understanding: Why they are saving what they are saying and why it makes sense to them. Don�t need to sympathize and don�t need to agree. ( Ben Laden, good to know, and we�re still going to kill you)Helped: Land L leads to help: Feel better: Ventilate Asked Good questions New Info and facts, Prestige, Resource, Power and Authority that can help them If you LLH they will ask you to lead When they ask you, go back up This is my vision, these are my projects, these are my tasks, What do you think? You listen to them and then modified This is very hard�. Your first job is to listen You don�t tell them until they tell you Application: Secret: Shuttle diplomacy=== never get all the people in a room until their ready to move. Each person tells you what they think and then you WE used this model to voluntary get 375? Candidates to say YES not just as a platform but a CONTRACT, I will vote on this in the next 100 days. First time legislative body PROMISED to do 10 specific things. Example: Listen to the Goverrnors--- I need money. They want you or they want money--- you needed to deflect info. Litigation or Federal Govt. Your industry is not relevant to my problem Marketing vs. Selling article

25. 25 Staffing and Planning Develop a Plan Base the plan on System Development/Life Cycle (SDLC) and other process Activities Solicit Resources to Deliver System Planning Considerations: What is required? What resources are needed? What is the duration? What are the dependencies?

26. 26 Organizing and Scheduling Identify the Roles and Responsibilities. Communicate with the Project Team - must understand tasks & dependencies. Identify the Deliverables. Prepare a Schedule to Match the Deadlines. Add resources Move deadlines Adjust scope

27. 27 Directing and Controlling PM acts as a Director or Leader Makes Key Decisions Motivates, Rewards - Traits of a Leader Advises, Coordinates, Delegates & Appraises Controls the Project...from Orientation to termination

28. 28 Directing and Controlling Manage the Project Status reports and reviews - project walk-through Assess skills needed Lead the Project Team Involve team in planning Track project using formal and informal methods Set performance objectives and develop staff

29. 29 The Project Manager Skills A Project Manager is usually associated with having the following skills: Detail Oriented. Methodical. Able to multi-task Able to understand technical, business and financial issues. Cognizant of political realities of the project.

30. 30 Project Management for Information Systems So, what is a project? A project has specific objectives, start and end dates, and a budget; requires resources; and has a definite life cycle. Who is a project manager? Someone who manages the project, ideally, from conception to completion. Common project management software tool include. Microsoft Project [http://www.microsoft.com/office/project/default.htm] Primavera [http://www.primavera.com/] Others

31. 31 Project Management Certification Testing As a word of caution. For those who plan to eventually get certified as a project manager, there are some differences in what the answer the certifiers want on a test and the realities of the working world. PMI and Gartner think that companies always have the project manager engaged during the first phases of a project (Requirements gathering). Don�t bet on it. Requirements gathered and requirement realities my be two different things entirely. Don�t be complacent.

32. 32 Project Management for Information Systems An IT project is different from non-IT project management because of the following: the work is harder to specify, Requirements are more difficult to gather and, designers are often the implementers. The two key factors that can make a project successful are; Regular communication with all participants and sponsors and, Tracking resources and their tasks You may assume that these lists will turn into test questions.

33. 33 B2B - CRM Customer Relations Management as a part of B2B. CRM is usually associated with internal operations of a firm; relates to both B2B and B2C models. Relates to the optimization of sales. This could cover the gamete of sales efforts from marketing channels to industry specific sales offering. Many firms use resellers such as CISCO or HP. These tools support those relationships. What do CRM tools do?

34. 34 B2B - CRM CRM tools, such as those offered by Siebel, PeopleSoft and others allow optimization of the sales process. They perform functions ranging from sales trend analysis to client ordering prediction to in depth client profiling. Some apply AI solutions for predictive purposes.

35. 35 Where Does CRM Fit?

36. 36 Key CRM Concepts Customer Segmentation and Profiling Multi-Channel Integration Tracking History of Customer Interactions (across stovepipe departments, systems�) 360 Degree View of Operations Customer Loyalty Target Marketing Personalized Services Standardized Data Collection

37. 37 CRM Integrates Strategy, People, Process and Technology

38. 38 Technologies\Components\Vendors

39. 39 Services Associated with CRM

40. 40 Services associated with CRM

41. 41 What CRM is not but leverages

42. 42 Management's Dilemma Executive management�s dilemma regarding the costs of E-Commerce: Increased profits and collateral glory or, More unchecked IT costs and collateral damage. What is the Model? It is important to recognize this issue in persuading them to support your plans.

43. 43 Most Projects Fail 30% of IT projects never reach fruitful conclusion. $75 billion is wasted annually. 51% of projects exceed budget by 189% and deliver only74% functionality. Reasons for this include: Undisciplined project management. Poor communication between IT and business side. Other reasons?

44. 44 Don�t Forget E-business isn�t just technology! Simply having a working site doesn�t mean the project was a success. Need to consider: Market reaction. Response to customer needs. On-time delivery, within budget and quality objectives. Other ideas?

45. 45 Summary Program management Components of a project The interrelation of tasks CRM Design