Help! I'm a Project Manager In a World Without by wxz21301


									Help! I‘m a Project Manager
In a World Without Project

      Carol Elliott, PMP

      Mid-Missouri Chapter PMI
         16 November 2006
          Why this presentation?
•   Identity crisis!
•   Not having PM processes harms people in an
    organizational setting
•   How do PMs survive and how are projects
    accomplished without the organization requiring
•   Help my fellow Board member
•   Earn PDUs
•   Encourage other Mid-Missouri Chapter PMI
      What is this presentation about?
•   Discovering PM best practices in an organization
    without formally defined and adopted PM
•   Advocating for the importance of organizational
    standards for PM
•   Proposing ways to formally incorporate PM in the

          Research method (1)
• 10 interview subjects
• 4 supervisors, 6 analysts/team leads
• Half had PM experience from other
• Many great ideas and insights – sorry I can‘t
   include them all here!

          Research method (2)
• What PM processes does the organization
• What PM activities do you consider vital to a
  project‘s success?
• Is it important for an organization to have
  formally established PM processes?
• What effective PM processes have you seen
  used elsewhere?
• Provide one recommendation to improve PM
           Research method (3)

• Data is anecdotal, not academic/scientific
• Study limited to a single organization
• Arbitrarily selected interview subjects

          Organizational roles

•   PM
•   Supervisor
•   Analyst

How is PM actually being accomplished? (1)

•    What does ―required by the organization‖ mean?
    • Could mean ―my boss said to do it.‖
    • This isn‘t the same thing as the organization
       having formally defined PM processes!
•    Project initiation includes a floundering phase

How is PM actually being accomplished? (2)
High reliance on SMEs/analysts
   • SMEs have years of experience with critical business
   • SMEs proficient in analyzing impact, scope,
       requirements, interfaces
   • SMEs are comfortable interacting with business
       partners and maintain excellent relationships
   • ―Work package‖ management – SME receives broad
       assignment and is responsible for managing tasks and
       schedule to accomplish the work package

How is PM actually being accomplished? (3)

•   PM processes exist, but aren‘t necessarily
    identified as being under the umbrella of PM
•   Regular meetings of key participants to monitor
    progress of critical projects

PM and software development processes
•   Distinction is blurred for those without external PM
•   Emphasis is on delivering a quality product
•   PM and software development processes/philosophies are
    integrative/closely related
•   Typical software development process routes: Waterfall,
    iterative, infrastructure upgrade, vendor software package
•   Must be able to tailor PM processes to chosen software
    development process
•   Culture clash between waterfall and iterative software
    development methodologies
Are formally defined PM processes
            important? (1)

[Without PM] ―projects will be slower and more costly.
The final outcome will not be as good as it could have been.
You cannot control the triangle of cost/schedule/quality.
You may develop the wrong product, it may take too long,
or it may be too costly.‖

Interview subject, October 2006

    Are formally defined PM processes
                important? (2)
     ―…a ‗competent‘ project manager alone does not guarantee
    project success. PMI believes that project success requires
    project manager competence, as well as organizational project
    management maturity and capability—organizational performance
    cannot be ignored. In other words, having a project manager who
    possesses the ‗right‘ competencies cannot ensure project

Project Manager Competency Development (PMCD) Framework, Project
     Management Institute, Newton, Pennsylvania
How does an organization adopt formal PM
 •   Define best practices
 •   Standardize processes
 •   Set measurement criteria
 •   Evaluate
 •   Practice continuous improvement
 Adapted from
 Organizational Project Management Maturity Model – OPM3 Knowledge
     Foundation, Project Management Institute, Newton, Pennsylvania
    The PMs speak: Recommendations (1)
Establish a PMO (50%)
•     Start small – a supervisor/director might absorb
•     PMs report to the supervisor/director of PMO
•     Create a PM job description and career path
•     Implement a matrixed approach. PMs do PM for the entire
      I.S. department.
•     Create PM standards: Required processes, templates for
      common processes
•     Provide industry-standard training for PMs
•     Mentor PMs
•     Provide training, oversight, and compliance for
      organization‘s PM standards
  The PMs speak: Recommendations (2)
  Provide a standardized PM ―toolbox‖
•    Invest the time to build processes [for PM activities],
     templates [for PM artifacts], standards, and a consistent
•    Don‘t use every tool in the toolbox for every project –
     allow choice
•    Processes must be good
•    Choose participants who define the required processes
     (―fill the toolbox‖) carefully
•    Document retention for project documents

The PMs speak: Recommendations (3)
Classify projects according to need for PM
• Small projects don‘t require PM
   • 60% of projects are small (single reporter)
   • 40-100 hours of work
   • 2-6 requirements
• Production problems don‘t require PM
• Larger projects require PM

           Secrets of PM Success (1)
•   Performs lessons learned / root cause analysis
    whenever something detrimental, unexpected, or
    significant to the project occurs
•   Document and obtain sign-off on requirements,
    testing, and implementation
•   Manage requirements change
•   Insist on testing which is as thorough as possible
    and validates requirements

          Secrets of PM Success (2)
•   Manage inventory of all projects and resources
    allocated. Compare hours worked to estimates.
    Perform weekly analysis and adjust resources to
•   Use PMBOK (or practitioner‘s expert judgment and
    experience) to select processes/artifacts
    appropriate for the project at hand.

          Secrets of PM Success (3)

•   Pay attention to what is working in the project plan.
    Update the plan based on what is really happening.
•   Define completion criteria. Make sure project is
    closed when complete.

               Conclusions (1)
•   PMs interviewed strongly in favor of establishing
    organizational standards for PM
•   Project manager job title and career path
•   Half recommend a PMO be implemented and have
    provided suggestions how to establish a PMO
•   Revision/standardization of organization‘s
    systems development methodologies may be a co-
    requisite to establishing effective PM processes

                Conclusions (2)
•   Aim for the minimum that is necessary
•   Allow choice
•   Establish a strong, committed team and allow
    time to establish organizational PM standards
•   Once implemented, institute a continuous
    improvement process
•   Provide oversight, compliance, and metrics to
    measure effectiveness


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