Managing Projects with ServiceNow at the University of San Francisco

Transcription

1 Managing Projects with ServiceNow at the University of San Francisco PMI Methodology PMO website includes overview of methodology and links to the various SNC forms I ll be showing. o We replaced a variety of Excel sheets and Word docs with SNC forms and tables. Still use some separate files for planning and collaboration with non-licensed stake holders and team members, status reports, meeting notes, etc. Project Lifecycle PMO Toolkit o Initiation o Planning o Execution o Closing Show Project Management website Open to public Initiation Sponsors use Initiate a Formal Project record producer o Gives us a gateway process that is not an overly high bureaucratic burden. CIO said most people are honest in their responses and scores. Project Managers use the Project form itself Must include: High-Level Objective o SMART Specific, Measurable, Achievable, Realistic, Time element University Benefit Alignment with strategic priorities o Links to Vision, Mission and Values, USF 2028 Planning Document, USF Strategic Priorities documents Project Classification o Compliance, Operational, Strategic o Discretionary or Non-Discretionary Priority Reward and Risk Criteria o Look for good balance of reward to risk o Prefer Certain Reward, Low Risk o Non-Discretionary projects automatically approved o Risk/Reward Matrix Demonstrate Initiate a Formal Project record producer

2 Project Portfolio Management Committee Projects reviewed by ITS directors and VP every three weeks Review Priority, Risk/Reward scores, Resource requirements o We use Resources to give us a high-level view of resource commitments, but we are not managing to hours or doing charge backs o Interested in doing more demand and resource management later o Priority and Risk/Reward may be adjusted Type classified If project is approved, changed to Planning/Design Status, assigned an ITS director and project manager Planned start and end date entered Or assigned Status Under Review, On Hold, or Cancelled Project Form Customizations Project Type Budget Status, Schedule Status, Scope Status, Overall Status o Overall status auto set to Red by script if Baseline End Date is missed Sponsor Approval o Indicates sponsor acceptance of project plan ITS Strategic Priority o To Come Map project to an ITS strategic priority Schedule tab o On Time added for ease of reporting o We re having some issues with the way planned vs. actual end dates are calculated. If people don t remember to put a Close Project milestone at the end of their project we can lose control over the actual end date. John suggested adding a fixed end date we can report against that isn t subject to any business rules. We recently added Baseline End Date. Evaluation and Criteria tabs Project Priorities tab o Project manager and sponsor agree to constraints as they relate to Cost, Quality/Performance and Time o Constrain: The original parameter is fixed. The project must meet the completion date, specifications and scope of the project, or budget. o Enhance: Given the scope of the project, which criterion should be optimized? In the case of time and cost, this usually means taking advantage of opportunities to either reduce costs or shorten schedule. Conversely, with regards to performance, enhancing means adding value to the project. o Accept: For which criterion is it tolerable not to meet the original parameters? When trade-offs have to be made, is it permissible for the schedule to slip, to reduce the scope and performance of the project, or to go over budget? Demonstrate Project customizations

3 Project Task Form Customizations Reference fields tie to Requirement and Issue Schedule Status Phase Deliverable Non-ITS Assigned to o Allows us to track tasks worked on by a non-licensed team member Difficulties with Planned vs. Actual dates after task started Difficulty setting correct Planned duration after task started Schedule Demonstrate Project Task customizations Project Requirements Submitted by PM from Requirements related list Submitted by non-licensed team members using Submit a Project Requirement record producer o They need to know the project Short description o Fit/Gap o Type o Solution Status o Developer o Ties to Project Change Request Demonstrate Submit a Project Requirement record producer Demonstrate Requirements table Testing Submitted by PM from Tests related list in the Requirements table Submitted by non-licensed team members using Create a Project Test Scenario record producer o They need to know the project Short description and the name of the Requirement they are testing Demonstrate Tests table Defects PMs log defects found in testing from Defects related list in the Tests table Submitted by non-licensed stake holder and team members using Report a Testing Defect Record Producer o They need to know the name of the Testing Scenario against which they are reporting a defect Demonstrate Defects table Issues We added Issues and Risks before SNC did in PM v2 Submitted by PM from Issues related list Submitted by non-licensed team members using Report a Project Issue record producer by project Short description Demonstrate Issues table

4 Risks Submitted by PM from Risks related list Submitted by non-licensed team members using Report a Project Risk record producer by project Short description Likelihood and Impact calculate Severity Mitigation Strategy o Control Take steps to minimize the effect o Deflection Transfer the risk to another party o Retention Accept the risk and its consequences o Avoidance Reject the risk and do nothing Contingency Plan Trigger Demonstrate Risks table Project Change Requests Once a project is in the Build/Test phase, any changes to Requirements/Scope require a formal Project Change Request Submitted by PM from Project Change Requests related list and assigned to VP for approval at PPM meeting Submitted by non-licensed team members using Report a Project Change Request record producer by project Short description o Auto-assigned to VP for approval at PPM meeting Status o o Submitted, Under Review, Approved, Not Approved Decision Maker, Decision Date indicate who approved by and when Priority o R Routine o U Urgent o E - Emergency Change Type o A Affects form, fit or Function but is within scope o B Correction of deficiency to eliminate incompatibility or interfaces between members o C Correction of deficiency required to make system or item work and is within scope and price o P Prevent slippage in production schedule o R Provide immediate net total cost saving o S Simplification, removal of unnecessary information, over simplification, or ambiguity o T Typos, annoyances in documentation, diagrams, or software o V Provide net cost saving over the life cycle of the system o O Other Demonstrate Project Change Request table Lessons Learned Survey Link sent by PM to project team members and stake holders Accessible from Provide Project Feedback record producer Records viewed in related list Gather feedback on Project Management, Project Team Dynamics, Recommendations Demonstrate Provide Project Feedback record producer

5 Project Close Accessed from Project Close tab PM completes to debrief and start project closeout Demonstrate Project Close tab Transition to Service Accessed from Transition tab PM completes if project leads to a new service New Service Needed If Yes, following three fields mandatory New Service Name New Service Description Service Owner Additional questions related to support of new service Procedure document creation of ServiceNow categorization, Business Service and Application records, Service Portfolio record, web Service Portfolio listing, service web page Homepages PPM uses homepages to give them high-level views of project load and status CIO uses them to brief senior management ITS Project Portfolio Management Dashboard o Project Portfolio Status/Phase o Overall Status o Risk/Reward o Classification o Category o Assignment Group o Resource List o Pipeline Project List Requested, Under Review, or On Hold o Active projects with Yellow or Red Status o Active projects with Milestones Past Due or due in past 30 Days o High Open Issue o Major Open Risk List ITS Project Portfolio Management Trend Reports o Projects Created by Month o Projects Completed by Month o Projects Completed by Year o Approved Projects by Month Category o Approved Projects by Month Classification o Approved Projects by Month Risk Reward ITS PPM Active Projects List o Active Projects Director o Active Projects Project Manager o Active Project List

6 o My Project Overview o My Active Projects List o My Active Projects Past Due/30-Day Milestones o My High Severity Issues o My Active Projects Major Open Risks o My Active Projects All Tasks Demonstrate Homepages Training Two-part course in Blackboard online learning management system Two hours on project methodology Two hours on managing projects with ServiceNow o Includes exercises and short quizzes Pilot done with ITS staff Plan to use feedback to revise course and offer it outside department