2007 GIS T Symposium. GIS Project Planning. Jim Pugh, GISP GIS Project Manager
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1 2007 GIS T Symposium GIS Project Planning Jim Pugh, GISP GIS Project Manager March 26 28, 2007
2 GIS Project Planning
3 GIS Project Planning 85% of GIS Projects FAIL: 87% go more than 50% over budget 45% don t produce expected benefits 90% go over schedule. KPMG Information Technology Without proper planning, your GIS project will fail!
4 Top 10 reasons GIS Projects Fail 1. Poor scope Vague or incomplete? Creepy? Satisfy business need, not the customer? 2. Schedule Too long / too short? Don t rock the boat! 3. No quality standards Spatial, attributes, topology, acceptance Keep it real 4. No systems integration Short & long term Short sighted needs 5. No executive sponsorship Who s got your back? Where s the funding? 6. No staff training Resources unused Resistance to change 7. Failure to manage risk Defined? Monitored? 8. Unrealistic Cost Estimates Keeping the Execs happy? 9. No internal marketing Little victories 10. Planned Obsolescence What happens in 5 years?
5 Top 10 reasons GIS Projects Fail The bottom line: POOR PLANNING! Planning is is an unnatural process; it it is is much more fun to do something. The nicest thing about not planning is is that failure comes as a complete surprise, rather than being preceded by a period of worry and depression. Sir Sir John John Harvey Jones
6 GIS Project Planning The excuses: We don t have time It ll cost too much It s not that important This project isn t that large I m too busy We have to get started now Costs for planning Before Project Starts Costs for correcting project deviations $ $ After Project Starts
7 The Project Plan It s your Roadmap Tells you: Where you re going How you re going to get there Who and what you ve got to work with When you re done!
8 The Project Plan Share with all stakeholders Internal and External Decision makers Planners Worker Bees Obtain buy in A Living document Changes as situations change Designed to keep you on course
9 The Project Plan Two main components: Project Definition The specifics Procedures Who, How, When, When Management Plans The model Policies What and Why Project control documents Often part of vendor contract
10 The Project Plan Project Definition Project description / executive summary Scope statement, including client need, deliverables and objectives Work breakdown structure (WBS) Cost estimates Schedule, including start/end dates, milestones, deliverable dates Performance / acceptance criteria Management Plans Risk management Resource management Schedule management Cost management Quality assurance Communications Change management Health and safety
11 The Project Plan Level of detail Proportionate to project complexity Generally required at some level Re use the good stuff
12 Risk Management Plan
13 Risk Management Plan Purpose Risk identification, estimation, evaluation, and control processes Separate the possible from the probable Determine the best approach for cost effectively managing project troubles before a crisis emerges!
14 Risk Management Plan Risk is the potential for negative results Opportunity is the potential for positive results Both are variations from the plan Risk Management is not contingency The trick? Find the Balance!
15 Risk Management Plan Potential for risk is greatest at project initiation Risk never goes to zero! Potential for opportunity increases with time Risk is measurable and manageable! Impact Risk Time Opportunity
16 Risk Management Plan Risk Management: Assess what can go wrong Prioritize what risks are important from cost, schedule, project point of view Implement control strategies to address those risks
17 Risk Management Plan Identify Assessment Analyze Risk Management Prioritize Mitigate Control Plan Track
18 Risk Management Plan Risk Assessment: Classify risks Plot probability of occurring vs. project impact Prioritize high high tasks Consider accepting low low risks HIGH IMPACT LOW LIKELIHOOD HIGH PRIORITY Extreme Urgent Moderate Minor
19 Risk Management Plan Risk Control Mitigate decide how to deal with the risk proportional to the probability and potential impact: Avoid / Eliminate ensure the situation never arises Plan take action if it does happen Accept tolerate / ignore the problem
20 Risk Management Plan Risk Control Plan for each significant risk Make an emergency plan, and Identify trigger event Track risk indicators and mitigation Monitor trigger events Measure plan impact Cost Schedule Does fixing the risk introduce new risks?
21 Risk Management Plan Common project warning signs: No sound management Critical milestones are / will be missed Budget is spent faster than planned Changing project scope High priority, critical issues are not being resolved Project has no risks identified Deliverables do not meet specifications
22 Quality Management Plan ( Quality Assurance and Quality Control )
23 Quality Management Plan Purpose: Technical and quality objectives are identified Data acquisition and data processing methods are appropriate for meeting project objectives Assessment procedures are sufficient for confirming that output data and products are of the type and quality required. Quality is is never an accident; it it is is always the result of of high intention, sincere effort, intelligent direction and skillful execution. It It represents the wise choice of of many alternatives. Willa Willa A. A. Foster Foster
24 Quality Management Plan Composed of 3 parts Quality Planning integration of project requirements and definition of success Quality Assurance independent evaluation of project performance Quality Control review and testing of project processes and products as defined by QA
25 Quality Management Plan Quality Planning: Assigns responsibilities and defines reporting channels QA reports to Sr. Management QC reports to Production Management Consider external project review board for oversight and guidance Ensures QA and QC activities are documented and assessed against accepted project requirements
26 Quality Management Plan Quality Planning: Ensures project plan is aligned with other management plans, contract documents, acceptance criteria, procedures and work instructions Establishes policies to escalate quality problems Failure to perform may be linked to contract documents!
27 Quality Management Plan Quality Assurance: Defines the testing procedures and test points to ensure quality acceptance Evaluates testing results and devises corrective actions Audits the project process to ensure compliance and develop continuous improvement
28 Quality Management Plan Quality Assurance: The QA Manager and Team must be independent of production activities and management QA Team will work to: foster constructive communication provide unbiased feedback consider alternative solutions ensure quality is built into all products and services.
29 Quality Management Plan Quality Control: Part of production effort Responsible for implementing QA testing Participates in project reviews and audits and implements corrective actions in response to QA findings Manages, tracks and controls defects/errors and re work corrections Participates in continuous improvement program
30 Quality Management Plan Quality Product Inspection: Automated testing valid values, domains, and range Visual inspection compare to original, often using plots or on screen Data model conformance Topology connectivity, snapping, edge match Accuracy absolute, relative, attribute Data consistency completeness
31 Quality Management Plan Quality Project Inspection: Walk through casual monitoring Audit test for conformance Process reviews tests specific steps Evaluations determines worth of process Process change as part of corrective action or continuous improvement program
32 Communications Plan
33 Communications Plan Purpose: Align communications activities with project objectives Ensure all staff understand project s objectives, implementation, operation and progress Establish a process to keep impacted users and stakeholders informed in a clear, accurate and timely manner If a message can be interpreted in in several ways, it it will be interpreted in in a manner that maximizes damages. Professor Professor Osmo Osmo Wiio, Wiio, Second Second Law Law of of Organizational Organizational Communication. Communication.
34 Communications Plan Establishes effective and timely communication Channels Methods Media formats Controls the generation, distribution, storage and retrieval, manipulation, and disposition of project information
35 Communications Plan Founding principles Project should have a centrally coordinated communications plan Ensure up down, down up and peer to peer channels Provide a clear sense of direction and progress Ongoing evaluation of methods and media defined and revised, as needed, as part of a continuous improvement program.
36 Communications Plan Success factors: Awareness distribution to all impacted Timeliness allow time to receive, digest and react Content distribution and level of detail relevant to the target audience Context reinforce management commitment, emphasize business case Format efficient, understandable, and accessible
37 Communications Plan Provide: Table of stakeholder information needs Who What How often Table of communication media Teleconference Paper Face to face meetings
38 Provide: Communications Plan Table of project messages Planned meetings frequency and attendees Project status reports Agenda and minutes Quality reports Don t forget Project Plan documents! Sample / proposed formats & templates Pull it together in a message matrix
39 Communications Plan Project Notebook Central repository of ALL project documents available to all Team Members Digital notebook is common Intranet access? Assign a librarian to coordinate not control notebook contents Limit confidential information to costs, salaries, etc.
40 Communications Plan Project Meetings Limit to relevant attendees Agenda provided beforehand Minutes provided soon afterward Avoid information only meetings
41 Communications Plan Project Meetings Suggested ground rules? Participants will attend meetings regularly Meetings will start and end on time Meetings will be comfortable Interruptions must be avoided Participants respect the agenda Participants will engage in active listening Everyone participates actively and equally Willingness to reach consensus on issues Meeting scribe maintains minutes Know when to end!
42 References Project Management Institute, Eight Key Factors to Ensuring Project Success, Duncan Haughey, Project Management, Commonwealth of Virginia, Department of Technology Planning, Project Management Guide, US Department of Energy, Information Management, Guidance for Geospatial Data Quality Assurance Project Plans, US Environmental Protection Agency, Office of Environmental Information, Project Management Handbook, Florida Department of Transportation, Project Management Office, Quality Assurance: How to Build QA into the Conversion Process, ESRI Proceedings Publication, Project Management Framework, The Ohio State University, Office of the CIO, Special thanks to Naval Safety Center,
43 GIS Project Planning Thank you! If you would like a copy of full version of this presentation, please leave a business card.
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