Central Agency for Information Technology Development of a National IT Governance Framework Project Management
Agenda 1 What is project management? Why it is important? 2 Leading practices 3 Project management lifecycle Agenda 4 Qualities of a good Project Manager 5 KNIGF coverage of project management 6 Questions raised Page 2
What is project management?
Project failures are experienced over the world have a look at just a few... Indian statistics and program Implementation ministry Report (2004): 40% of projects had a combined delay of > 21 years From a sample of 175,000 IT projects (S budget $250b): 53% overspent by 89% 82% over-ran schedule Cost of project failure across the European Union (2004): 142b Sources: 1. Standish Chaos Reports for US projects 2. European Project failure data from: http://www.bcs.org/content/conwebdoc/19584 3. Indian Project data from Indian Statistics and Program Implementation Ministry report (2004) Page 4
Introduction to projects Traditional business operations are ongoing and repetitive, while projects are temporary and unique A project is a temporary effort undertaken to create a unique product, service, or result. Temporary: definite beginning and definite end The end is reached when: Project s objectives have been achieved Or Project terminated (objectives cannot be met, need no longer exits) Unique: product is different from others and has a specific objective Page 5
Introduction to projects (contd) A project Can create A product than can be either a component of another item or an end item in itself A capability to perform a service A result such as an outcome or document May involve a single person or many Can be undertaken at all levels of organization May involve a single unit of one organization or may cross organizational boundaries, as in joint ventures and partnering Page 6
Introduction to projects (contd) Project examples Develop a new application, product, or service Organization development Developing/acquiring a new or modified information system Constructing a building or infrastructure Implementing a new business process/procedure Assessing the IT organization Developing an IT Strategy Implementing CoBiT 5, ITIL, etc. Page 7
A range of factors define the scale of any given project Enterprise Global or org-wide impact High complexity Major Impacts multiple geographies Moderate complexity Duration > six months New product or service New technology Vendor part of project team Small Duration > three months Vendor part of project team Minor Relatively simple, proven, repeatable scope Page 8
What is project management? Project management is the discipline and application of processes, methods, knowledge, skills and experience to execute projects effectively and efficiently: initiate, plan, execute, monitor and control, and close a project Quality Cost Time Scope Page 9
Why project management is important? Changes are driven by projects Projects are used to attain transformation Projects have major impact on achieving our objectives Projects: Brings competitive advantage Manage risks Brings quality Rationalizes the usage of resources Page 10
Leading practices
Leading practices PMBOK is fully dedicated for defining a comprehensive project management framework. de facto process-based method for effective project management. Used extensively by the UK Government. Page 12
Project management lifecycle
The project lifecycle starts with initiate Scope and objectives agreed Monitor and Initiate Plan Execute Close Control Benefits and outcomes achieved Page 14
Phase 1: Initiate your project!! Confirm issues, project objectives and expectations Understand stakeholder requirements Define scope, service delivery approach and work products Define project change management strategy Establish project risk management process Identify team Define Communication Protocols Develop timeline Start developing project plan Define project financials Page 15
Phase 2: Plan Scope and objectives agreed Monitor and Initiate Plan Execute Close Control Benefits and outcomes achieved Page 16
Objective of plan Aim of plan Mobilize team and resources to develop a robust course of action to ensure outcomes are achievable Key activities Define project scope, schedule, cost estimate and risks Develop project management plan Establish project baseline Secure project resources and mobilize key team members Key outputs Project plan Risks, assumptions, issues and dependencies (RAID) Updated Stakeholder register Page 17
A robust plan holds the answers to these key project questions Why? Rationale, goals and objectives for the project What? Scope Deliverables Outcomes How? Methodology Approach How much money? When? How much time? Schedule Who? Roles Responsibilities Who does what? Page 18
How to build a workplan Planning is an iterative process Estimate work effort Develop milestones Track project plan 1 2 3 4 5 6 Develop Work Breakdown Structure (WBS) Estimate resources Develop project schedule Page 19
There are a number of other factors we need to consider in plan Benefits tracking and reporting Stakeholder engagement and communications Governance structure and reporting Quality criteria and assessment checkpoints Risk, Assumptions, Issues, Dependencies Sourcing and procurement Resourcing and HR considerations Contingency planning Page 20
Develop milestones Marks a point in time for which at least one of these is true: Marks the completion of a group of related activities or deliverables Is where key decisions or key deliverables must be completed for the project to advance Is on the critical path for the project s completion Can be tied to another project such that achievement of one of your project s milestones may impact progress on other projects Page 21
Key outputs of plan Baseline project plan Completed project charter Established communications and governance structure Defined project communication protocols Set up project financials Oriented team Page 22
Phase 3: Execute Scope and objectives agreed Monitor and Initiate Plan Execute Close Control Benefits and outcomes achieved Page 23
Execute phase Aim of execute Manage the delivery to plan to ensure outcomes are achieved Key activities Conduct kickoff Integrate people and activities to perform according to approved plan Conduct and administer procurement Deliver project benefits and outcomes Key outputs Approved project work products Approved Project Change Requests (PCRs) RAID Risks, Assumptions, Issues and Dependencies Page 24
Phase 4: Monitor and control When does it apply? Scope and objectives agreed Monitor and Initiate Plan Execute Close Control Benefits and outcomes achieved Page 25
Monitor and control The realm of effective governance Control processes Structure and roles Performance dashboard Structure and roles Key roles; e.g., sponsor Forums; e.g., steering committee Control processes Risk and issue management Budget management Schedule and dependency control Change control Resource and vendor management Quality assurance Performance dashboard Project progress and status reporting Phase gate and milestone reporting Benefits and outcomes tracking Page 26
Preview of monitor and control Aim of monitor and control Provide critical visibility and insight to project progress against plan and initiate corrective action as needed Key activities Manage scope, schedule, cost, risks, issues, stakeholders and project team to achieve the project outcomes Conduct quality assurance Report performance Perform project change control Key outputs Project sign-off Page 27
Scope creep: a PM s menace Scope creep is adding features and functionality to the project, without: Adequately addressing the impacts on time, costs and resources Required approval Page 28
Scope creep: preventative measures Define your scope and work products in your charter, and ensure it is approved Ensure common understanding of project objectives and vision before starting work Maintain regular communications with stakeholders about expectations Ensure a change log is kept up-to-date and included in relevant governance reporting Define regular reporting calendar and agree process for exception/escalation reporting Build flexibility into your cost/time estimates (e.g., 10%+ depending on phase) Page 29
Final phase: close Scope and objectives agreed Monitor and Initiate Plan Execute Close Control Benefits and outcomes achieved Page 30
Qualities of a good Project Manager
The qualities of a good Project Manager include Leadership Budgets Resources Skilled in project management Strong leadership ability Effective communication skills Stakeholders Deadlines Issues Quality Risks Effective interpersonal skills Highly organized Understands subject area Art Science Communication and leadership skills Project management methods and tools Page 32
Common reasons for projects failure! Unclear scope and requirements Risks not adequately managed Project objectives and organization not aligned Insufficient governance Inadequate stakeholders management Team lacks capability Lack of benefits focus and tracking Quality management Work streams not aptly integrated Page 33
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