1

Want to Improve your own performance ? Maximize it by applying project and project portfolio management principles to your work!

Shannon TownsendNicole Michaud

2009 CES Annual ConferenceJune 1st, 2009

*The views expressed represent those of the presenters and not necessarily those of any federal department or agency.

2

ContextIntroduce the evaluation community to the practice of:

project management (PM) and project portfolio management (PPM)

With the objective of:Generating an interest in PM principles and their potential application to improving your performance

— Think more like a project managerGenerating an interest in PPM principles and their relevance to improving your organization’s evaluation practice

The Purpose of this Presentation “Project” …

11/1/2010 3

Defining a Context for PM and PPM

Ensuring value through a stronger profession and professional development are important themes of 2009 CES Conference− Of 205 analyzed job postings, most frequently sought

competencies included “supervising and team management” (53%)(Dewey, Montrosse, Schröter & Sullins, 2008)Evaluation management as a professional practice and core professional competency (Compton & Baizerman, 2009)

Body of knowledge on managing evaluation studies limited from within the field of evaluation, in contrast to boundless and accelerated work on management and managing in other fields (Compton, 2009)− Recognition given to the practice of managing evaluation

studiesEmpirical research is needed

11/1/2010 4

Context (cont.)

Importance of managing evaluation noted : “a valid and useful evaluation depends as much on effective management as (on) an elegant evaluation design (Bell, 2004)

— What is the best science for an evaluation study?— What is the best way to make this science happen?

Evaluation project management defined as “a process of considerations, decisions and activities engaged in by the leadership of an evaluation project to facilitate its conduct” (Bell, 2004)

5

Why Project Management?

PM provides a framework to simplify working in your environment

It supports a common language when dealing with:People within your organizationTeam membersStakeholdersContractors

6

Organizational Context

Projects always part of a larger organizationUse, adoption or move toward PM in the organization is influenced by the type of organizationA) Project based (e.g. consulting, engineering firms)B) Project based (management by projects)C) Non-project basedProject based orgs have management and control systems in placeNon-project based typically do not have these systems in place

PM difficultSub-units may manage by projects

7

What is Project Management?

“…the application of knowledge, skills, tools and techniques to project activities to meet project requirements.”

“…accomplished through the application and integration of the project management processes of initiating, planning,

executing, monitoring and controlling and closing.”

Five process groups

Nine knowledge areas

Source: Project Management Body of Knowledge, 2004.

8

What is a Project?

“A temporary endeavor undertaken to create a unique product or service1”

Projects are characterized as:

having a defined start and end date having a progressive elaboration, with

developed steps occurring in incrementsexisting with time, cost, resource, quality, risk

and output constraints

10

Project Phases

− Deliver results− Seek feedback and confirm actions to be taken in light of recommendations− Seek project feedback and close-out

CONCEIVE DEFINE EXECUTE TERMINATE

– Identify the need for an evaluation– Conduct scoping interviews– Develop preliminary terms of reference or high level project outlines– Define general budget and resource requirements

– Draft detailed project plan or statement of work– Secure evaluation project funding– Secure team/ consultants

– Undertake data collection– Adjust scope and needs according to evolving issues– Monitor the quality of the work and deliverables

CONTROL

What is a Successful Project?

Typically defined as: On timeOn budgetIn scopeAgreed upon quality

But also:The presence of a project sponsor and project ‘user’The project purpose continues to exist at the end point

A project is successful if all project stakeholders are happy!2

2 Hartman, F.T., “Don’t Park Your Brain Outside”, 1999.

12

Knowledge Management Areas

Procurement

HR

Communications

Quality

Cost

TimeScope

Risk

Integration

13

Project Human Resource Management

Processes required to make the most effective use of the people involved in the project.

Organizational planningHiring

Full time, part time, contractors, specialists

Team development

In evaluationDetermine what type of human resources are needed, who has the right skills, etc.

14

Tuckman Model of Organizational Behaviour3

3 Tuckman, B.W. Developmental Sequence in Small Groups. Psychological Bulletin, vol. 63, 1965.

Adjourn

FormingTrust

Unknown

Knowledge Hidden

Storming Distrust

Knowledge Hoarding

Norming Synergizes

Knowledge Sharing

Performing

Collaborates

Knowledge Creation

15

Quality Management

Stakeholder analysisWho, what, whyNeeds, expectations, quality requirementsHow various stakeholders measure qualityAnalyze, compile and document

Benchmarking/Lessons LearnedProject post-mortem/stakeholder and sponsor feedbackcompare to other evaluation projects (cost, time)

Incorporate information into formal documentProject PlanOther documents used as proxy

Contracts, schedules, terms of reference

Processes required to ensure the project will meet the needs for which it was undertaken.

17

CommunicationsUnderstandingCommon languageEngagement

Project Team

Politics11%

Lack of Resources

8%

Scope Creep38%

Insufficient Exec.

Sponsorship43%

92% of project failures can be related to communications

Source: Project Management Institute, 2004

Project Communications Management

18

We act as interpretersPM can be used as a common language

What you want

What theywant

If you’re not speaking their language and saying something they want to hear….

Why would they listen??

Project Communications Management

Project Risk Management

5

4

3

2

1

1 2 3 4 5

Consequence

Lik

elih

ood

High

Medium

Low

20

Project Cost Management

Processes required to ensure the project is completed within the approved budget

Cost estimatingResource planningActivityInfrastructure

Cost budgettingCost control

21

Project Scope Management

Processes required to ensure the project includes all the work and only the work required to successfully complete the project.

Vision (C)Scope definitionPlan for scope managementMonitoring and control of the scope

Change controlVerification of the scope

It is critical to properly define the scope at the outset of the projectIn the research enterprise scope change is guaranteed

Promise less deliver more!

22

Project Scope Management – The Project Charter

IntroductionOverview of projectPurpose of project

Project Objective and ScopeObjectiveScopeMajor DeliverablesBusiness Need or OpportunityFinancial Benefits from the Project

Name of Project, Author(s), Date PurposeBenefits

Why Undertake the Project?Key Strategic Theme supported?

Person Days NeededCostsScope/Out of ScopeConstraints/AssumptionsAlternativesResourcingMilestonesHigh Level Work Breakdown Structure (WBS)UsersRisks

23

The Work Breakdown Structure (WBS)

24

Project Time ManagementProcesses required to ensure completion of the project in a timely

fashion

Definition of activitiesTranslation from “what” to “how”Take lowest level of WBS and determining processResultant list of activities to produce deliverable(s)

Definition of the sequence of activitiesOrdered list of activitiesInter-activity dependencies

Estimation of the duration of the activitiesDevelopment of a scheduleSchedule control

25

Project Time Management -The GANTT Chart

Calculates theoretical early and late start and finish dates for all activitiesPurpose is to identify the shortest total project length and activities with some flexibility in scheduling

Processes required to ensure completion of the project in a timely fashion

26

Detailed Workplan

Integrates all areas and documents into single documentOverriding master planManagement of tradeoffs (scope, cost, risk, quality etc.) defined at outset and in documentUse individual plans and modify as requiredOther inputs

ExperienceInstitutional practices, policies etc.HistoryConstraints, assumptions etc.

27

What is Project Portfolio Management?

“..collection of projects that, in the aggregate, make up an organizations investment strategy.” 1

“..management of the project portfolio so as to maximize the contribution of projects to the overall welfare and success of the enterprise.”2

1 Dye, L., Pennypacker, S., Eds. “Project Portfolio Management: Selecting and Prioritizing Projects for Competitive Advantage”, Centre for Business Practices, 1999.

2 Levine, H.A., “Project Portfolio Management”, John Wiley and Sons, 2005.

28

Resources(people, budget,

Infrastructure etc.)

Evalaution Needs

Evaluation Plan

ProjectPrioritization

ProjectPerformance

Initiate Plan Execute CloseEvaluation Project Portfolio

Institutional Strategy

Alignment

AssessRequirements

Closure/ Post-mortemAssessment

29

Resources

The Project Management Institute (PMI) ProjectManagement Body of Knowledge (PMBOK) (2004)

A project management guideAn internationally recognized standard on the fundamentals of project managementProcess-based: work is accomplished by processes. Consistent with other management standards such as ISO 9000.

Université du Québec en Outaouais

Practical applications in evaluation and other settings

30

Contact Information

Nicole MichaudMaster of Project Management, UQO (In progress)Performance and Evaluation Officer Corporate Performance and EvaluationSocial Sciences and Humanities Research Council of CanadaNicole.Michaud@sshrc-crsh.gc.ca

Shannon TownsendMaster of Project Management, UQAHManager, Evaluation Planning and Performance ManagementNational Research Council Canadashannon.townsend@nrc-cnrc.gc.ca