Project Management Best Practices

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2 Project Management Best Practices Best Practices Juggle team ideas and project commitments Turn chaos into order Build a high performance team Determine how your project is doing Keep your stakeholders informed, educated and happy

3 Juggle team ideas and project commitments Challenges Achieving customer objectives AND increasing Team Satisfaction Team Productivity Quality Solution Customer Satisfaction Capture team ideas in a Continuous Improvement Plan Establish objective criteria for rating performance Monitor progress on a weekly basis

4 Juggle team ideas and project commitments Benefits Any idea is a good idea All team members have a stake in the project Every team member is a leader: leadership development Institutionalize Project Management Best Practices in the team Implemented nearly 100 team initiatives focusing on increasing productivity, quality and customer satisfaction Surpassed average project best practices creation by 12 times

5 Legend: Submit CR Each Box represents the value assigned in the CR Management Tool at the end of its respective process above. The values represented are: Status (Version) Assign To Record CR Close out CR CR closed Open (Unknown) Change Manager CR Closed (x.x.x) Service Desk Select CRs for assessment CR Submitted (CAB) CR Assessors Assess requirements impact Assess design/ code impact Assess verification/ validation impact Assess documentation impact CR Under Review (x.x.x) Change Manager Yes Review CR CR recommended for current release? No Defer to future release? No Reject CR CR Reviewed (x.x.x) Change Manager CR Deferred (TBD) Change Manager CR Rejected (TBD) Change Manager Yes Yes Review CR CR approved for current release? No Defer to future release? No Reject CR CR Approved (x.x.x) Project Manager* Lead Developer CR Deferred (TBD) Change Manager CR Rejected (TBD) Change Manager Yes Update planning documents* *Note: If necessary, depending on the nature of the CR and assessments performed. Refer to narrative description of individual steps for a discussion of when the step may or may not be necessary. CR Approved (x.x.x) Lead Developer Implement requirements changes* Implement design changes* Implement code changes* Implement documentation changes* Verify product changes* Baseline product changes CR Implemented (x.x.x) Lead QC UAT needed? Yes Validate product changes* CR Verified (x.x.x) Lead Deployment No Verify Deployment Deploy product changes CR Verified Target Release Release Manager Version: 2.2 Date: 10/16/2009 Approve Release to Production CR Deployed Target Release Change Manager Turn chaos into order Challenges Chaotic service desk operations Dissatisfied user base Achieve and sustain compliance with CMMI L3 org. standard Solution Implementation of a Macro Change Request Process Conducting bi-weekly software releases Alignment of Macro SDLC with PMI, CMMI Level 3, ITIL Change Request Management Workflow for Software Product Changes Requestor Service Desk Change Manager CR Assessors CAB CCB Implementation Project Manager UAT Testers Deployment team Release Manager team CR Statuses in CR Management Tool

6 Turn chaos into order (Cont ) Benefits CMMI and ITIL processes are 2 nd nature to the team Project is process dependent, providing flexibility in resource reallocation Roles and Responsibilities are clearly defined Prevents risks of improper change Reduces Re-Work Cost Develops Team Synergy Turned Challenge into Organization Best Practice Delivered 304 System Change Requests over 55 software releases High Quality Delivery with minimal defects leaked into productions Progressively Regained User Trust

7 Build a high performance team Challenges Frequent resource re-allocation due to company size and growth Eliminating single points of failures Setting an optimal time for team members to hit the ground running Guiding team members towards areas of improvements Solution Established a formalized on-boarding plan Clearly identifies sets of activities On-boarding duration is set to 20 days Team members roles and responsibilities are clearly defined Established Anonymous Team Surveys Know how your team feels Established Application Self Assessments Matrix Know what your team knows

8 Build a high performance team (Cont ) Benefits Provides a repeatable process for on-boarding team members Minimizes impact to overall team productivity Provides insight into the health of the team Establishes an initial performance baseline Guides PM in identifying Areas in need of focus Areas of improvement and providing guidance to increase capabilities Team assets and increasing responsibilities of qualified individuals Expanding Model to Functional Tools used on Project. Reduced On-Boarding Time from 60 days to 20 days.

9 Build a high performance team (Cont ) Sample Application Knowledge Matrix

10 Build a high performance team (Cont ) Sample On-Boarding Plan and Team Survey

11 Determine how your project is doing Challenges Beside EVM how do you know your project is doing well? Solution Develop a measurement and analysis framework to assess performance Framework is based on PMI, CMMI and ITIL best practices Framework Focuses on: Quality (Defects Containment and Leakage) Peer Review Effectiveness Requirements Stability Code Quality Service Desk Change Request Infrastructure

12 Determine how your project is doing (Cont ) *Forecasted numbers

13 Determine how your project is doing (Cont ) Benefits You can only improve what you can measure Indicates areas in need of focus Minimizes PM involvement in day to day operation Measures are useful at all levels of the organization Team Senior Management PM Customer Dashboards are serving as a motivator for team members. Internal SLA s are a measure of their progress.

14 Keep stakeholders informed and happy Challenges Getting stakeholders buy-in, involvement and commitment Estimating time for collecting requirements from stakeholders Justifying duration for collecting requirements Keeping requirements elicitation within budget Solution Clarify involvement of stakeholders via a stakeholder involvement matrix Stakeholders and Backups Attendance Requirement (Optional / Required) Meeting objectives Time Commitments Location of Meetings

15 Keep stakeholders informed and happy

16 Keep stakeholders informed and happy Benefits Sets expectations up front with stakeholders Reveals risks and provides early mitigation plans Clarifies stakeholder roles and responsibilities At an individual level a stakeholder can view date and time commitments required Increases ability to monitor involvement of all stakeholders Increases ability to monitor variances and mitigate risks for stakeholder involvement creep / schedule impacts Increases confidence in estimating elicitation phases Formality helps stakeholders to understand they are critical to the success of the project. Their engagement early on means we know what they want during the requirements phase instead of the testing phase.

17 Questions & Answers

18 Thank You Djindo Lee, PMP, ITIL