it project management foundations
TRANSCRIPT
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IT Project Management Foundations
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This 4-hour workshop describes the fundamentals of IT project management at Harvard
Designed for all IT staff, regardless of experience with projects
Sets a ‘One-Harvard’ language and definition for what it means to manage IT projects at Harvard
Welcome to Project Management Foundations!
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…because project management affects
everyone in IT sooner or later!
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Breaks and End time
Electronics – Please mute
Restrooms and Fire Exits
Administrative notes
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Name
Where you work
Your experience with projects
…as a manager, team member, scrum master, support desk, infrastructure engineer, business analyst, developer, architect, other stakeholder…
Introductions
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Understand the value and benefits of IT project management at Harvard
Describe the concepts, roles and responsibilities, and phases of IT project management
Understand the essential elements of IT project management at Harvard
Know the project management tools used, and resources available at Harvard.
Course Objectives
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What do you hope to get out of this course?
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Project Management & the T Shaped Professional
T-shaped Professional
The T Shaped model is about depth & breadth of expertise
₋ Keeping up with changing technologies and their impact on higher education
₋ Maintaining a service mindset and trusted advisor relationships
Project Management is a T Shape core practice
₋ Cuts across all disciplines – Impacts the “what and the how” of providing IT services
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Project Management Fundamentals ₋ What is a Project? ₋ What is Project Management? ₋ Why IT Project Management? ₋ Roles ₋ Phases
6 Essentials for Success
₋ Vision, Objectives, Key Performance Indicators (KPIs) ₋ Estimating & Planning ₋ Risks ₋ Governance ₋ Communications ₋ Change Management
Agenda
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Perspectives on IT Project Management
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You and your spouse/partner are considering a major remodel to expand and modernize the kitchen in your 115 year old home. You are thinking about opening up the space, upgrading all appliances, and adding state-of-the-art wi-fi and surround-sound that ties into the existing systems -- all without disrupting the character of the historic home.
What must you do to determine:
a. whether or not to go ahead with the remodel idea?
b. a plan for the remodel, if you decide to proceed?
c. how to live in the house, while the remodel is underway?
d. how to ensure completion in time for Thanksgiving, just 3 months away, when you will host 50 guests?
In answering each of the questions above, you should also answer:
1. who is involved or affected by this project? In what way?
2. What constraints (listed or not listed) must be considered?
3. what additional concerns (listed or not listed) must be addressed?
The Kitchen Remodel
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Break
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IT Project Management Fundamentals
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A project is a temporary endeavor to deliver a unique
product or service.
₋ Temporary: has a start and an end
₋ Unique: a different, never-seen-before-thing, a change
₋ Projects are the means by which we bring new products and services to users at Harvard – projects involve change
What is a Project?
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We essentially do two things in IT: operate & maintain existing
capabilities and bring in new products and services. Projects are the
way we bring new capability into the environment. 12
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Is this a Project? Yes or No?
Develop a new software application
Fix a bug
Implement a system enhancement
Build a new website
Perform weekly backups
Install a network in a building
Select a software application
Construct a new building
Host a wedding
Upgrade servers in a data center
Increase storage capacity
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Is this a Project? Yes or No?
Develop a new software application Y
Fix a bug N
Implement a system enhancement Y
Build a new website Y
Perform weekly backups N
Install a network in a building Y
Select a software application Y
Construct a new building Y
Host a wedding Y
Upgrade servers in a data center Y
Increase storage capacity N
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What is Project Management?
15 © Copyright 2015
Project Management is a disciplined approach to plan,
schedule and coordinate the work to successfully achieve
a project’s objectives.
Involves various roles and responsibilities for the project
activities
Carried out across a set of phases over a project
lifecycle.
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Yes or No?
Develop a new software application
Implement a system enhancement
Build a new website
Install a network in a building
Select a software application
Construct a new building
Host a wedding
Upgrade servers in a data center
Does Project Management Apply in every Project?
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Yes or No?
Develop a new software application Y
Implement a system enhancement Y
Build a new website Y
Install a network in a building Y
Select a software application Y
Construct a new building Y
Host a wedding Y
Upgrade servers in a data center Y
Does Project Management Apply in every project?
Why is project management so important?
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The United States economy loses $50-$150 billion per
year due to failed IT projects. (2012 Gallup Business Review)
1 in 6 IT projects have an average cost overrun of 200% and a schedule overrun of 70%. (2013 Harvard Business Review)
61% of IT projects were challenged or failed (cancelled or never implemented). (2012 Chaos Report)
Why IT Project Management?
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The more complex the project, the greater the need for an experienced, skilled project manager.
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The Project Manager (PM) -- leads the planning, management and execution of all aspects of a project to ensure achievement of the project’s objectives
Sets expectations on what benefits can be delivered within established timeframe and budget
Ensures the project operates within the approved budget
Identifies and manages project risks, dependencies, constraints
Reports on activities, status and results to sponsors, steering committees, and other affected stakeholders
Acts as the Chief Communicator and Change Agent
Project Manager
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Project Manager Reflection
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How often do the people running projects at Harvard
do not have the job title “project manager”?
How often are they informally assigned?
What are the benefits and dangers of either case?
What is risk of having no project manager, or having project management split among multiple roles?
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Other Key Roles
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Sponsor
Steering Committee
Stakeholders
Project Team Member
• Defines the benefits desired from the project.
• Provides funding and resources to the project
• Guides the project through its phases.
• Makes decisions on significant changes (time, scope, budget)
• Eliminates any obstacles to success
• Affected by the project in some way
•Use the products or services the project delivers
•Support/operate the products or services of the project
•May be in a job that will change as a result of the project
•Can slow down or derail a project
•Performs the work of the project
All need to be champions of the project’s success
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Project Phase Activities
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Project Lifecycle
More in-depth
analysis and
planning;
vendor selection;
high level design.
Do the actual
work of the
project; build and
release products
or services.
Transition to
operations.
Clarify the
feasibility of a
potential
project.
Plan Close Implement Discover
Phases define the work that occurs in
each step of a project's lifecycle.
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Two Approaches to Organizing the Work
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• Products delivered in quick,
multiple, iterative releases
• Products delivered in one release
at the end of the process
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IT Project Management Team Exercise
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Project Lifecycle
More in-depth
analysis and planning;
vendor selection; high
level design.
Should we
implement?
Do the actual work
of the project;
build & release
products / services.
What factors must
be addressed in
implementation?
What is the
meaning of
“done”?
Transition to
operations. What
will determine
project’s success
in operations?
Clarify the
feasibility of a
potential project.
Should we invest
in full planning?
Plan Close Implement Discover
• Form teams of 4-5 persons.
• Each team is assigned an IT project.
• What activities must the team accomplish in each phase?
• What information must the team gather in each phase?
• Who should the team engage with in each phase?
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6 Essentials of IT Project Management
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Vision, Objectives, Key Performance Indicators (KPIs)
Planning/Estimating
Risk
Governance
Communications
Change Management
6 Essentials of IT Project Management
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A well formed vision is a clear, concrete statement of what the future will look like.
Vision statements are aspirational. They inspire action and change. They define why.
₋ What are some of the benefits of having a well defined vision?
₋ Who writes the vision? Who “owns” the vision?
₋ Do all projects need a vision?
Vision
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Project Objectives
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Project Objectives are the goals that will be accomplished to achieve the vision.
They are the foundation for product and release planning; they define the What.
Good objectives are SMART objectives ₋ Specific, Measurable, Achievable, Realistic, and Time-
bound
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KPIs are measurements to confirm that the project has achieved the objectives
If you can’t write a KPI to measure that you’ve achieved the objective, then there is something wrong with the objective.
“If you can’t measure the benefits of a project, there probably aren’t any.” - Tom DeMarco
Key Performance Indicators (KPIs)
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Match Objectives and KPIs
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Objectives Key Performance Indicators
A comprehensive professional development program of courses and activities that provides
Harvard’s IT employees with the competencies to excel as “T Shaped Professionals” to the
schools/units they support.
IT Academy Vision
1. Design and implement a T Shaped
Professional competency-based curriculum
and course catalog that staff are motivated to
participate in, starting in FY15.
2. Reinforce formal training with coaching, &
on-the-job (OJT) skills enhancement, starting
in FY16.
3. Integrate course catalog into an enterprise-
wide learning management system (LMS) that
supports individual development plans, course
registration, and badging by FY17.
1. 70% of staff complete the common, competency
based curriculum within 3 years; no open seats per
class within 60 days of program rollout.
2. All IT Academy courses receive top ratings (above
4.5 on a 5.0 scale) for meaningful, relevant content
within 3 months of each course rollout
3. 50% of all managers are leading OJT skills
enhancement to their staff within 2 years of rollout.
4. Course catalog is integrated into a corporate LMS
within 6 months of LMS implementation.
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This should be a succinct statement of what the future state will look like after the project
is delivered.
The Vision for <Project Name>
Objectives Key Performance Indicators
1. List 3 – 5 objectives that will drive towards achieving the vision
2. Start with an action verb
1.For each objective describe how you will measure success? What metrics or KPIs will be used to confirm that the objective has been met?
2.Every objective should have a KPI.
Vision, Objectives, KPI Template
Refer to http://projectstandards.huit.harvard.edu/
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Why is planning and estimating important to a project’s success?
What dimensions affect how we plan and estimate projects?
What tools are used to facilitate planning and estimating?
Planning and Estimating
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- Time
- Funding
- Manpower
- Expertise
- Technical maturity
- Impact of the change
- Schedule, budget, task map, work breakdown structure … prototype
- Understand cost and schedule implications
- Manage scope; clarify what’s achievable; identify constraints
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Minimize management by crisis
Minimize surprises and problems
Increase probability of project success
Prevent problems from occurring, or if occur, from escalating
Project Risk Management
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Risks must be communicated to all Project
Team Members and Stakeholders
The process of risk management planning,
identification, analysis, responses, and monitoring and
control on a project.
Benefits:
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A risk is something that might happen to jeopardize the project’s success.
Project Risk
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• Risk Management is a result of
assessing the impact of the risk against
the probability of occurrence
• Risk Management starts at the
beginning of the project and follows the
entire life of the project
“Suspenders and a
belt? You must be
the guy from risk
management.”
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Contractor bill rates are higher than planned …
The PM leaves the project before completion ...
The software vendor does not release the upgrade as scheduled ...
At least 20% of the data does not convert without error …
The Security project we were depending on does not deliver its User Authentication software when planned ….
More users hit the site in the first 10 days than expected….
A flu pandemic prevents the team from travelling to the planned locations to install and test the system…
What if…
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What is the Probability and Impact for each of these events . . .
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Probability
(Low, Med, High)
Impact
(Low, Med, High)
Risk Score
The lead technical developer leaves the project
team resulting in delays in delivery of critical
functionality
Increased volume of users and transactions than
expected resulting in higher help desk call
volumes
Contractor billing is higher than planned
resulting in potential budget overruns
Probability * Impact = Risk Score
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OVERALL PROJECT RISK SCORE: 6.5
Risk Category Risk
Number
Risk Name/Descriptio
n
Probability (1-5)
Impact (1-5)
Risk Score Action Plan
(what to do if risk happens)
Action By Action When
1 5 1 5
2 2 5 10
3 5 2 10
4 1 1 1
5 0
6 0
7 0
8 0
9 0
10 0
11 0
Risk Log Template
Refer to http://projectstandards.huit.harvard.edu/
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Key project decisions that often need to be made include:
When does governance start? When does it end?
41 © Copyright 2015
Project Governance
• Scope
• Priority
• Budget
• Schedule
• Resources
• Acceptance/Completion
A management framework within which project
decisions are made
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What are some benefits and pitfalls of project governance?
Project Governance Examples
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Executive
Sponsor
UCIO/
DCIO
Functional
VP
Acad/Admin
Dean
Executive Committee
Large
• Provides accountability -“The buck stops here”
• Streamlines decision-
making, or slows it down
• Champion change
• Can lose impact if
driven by representation -“Governance is not
government”
Project
Manager
Project
Manager
Program
Manager
School/Center
Director
IT Managing
Director
Functional
Director
Steering Committee
Medium
Small
Project
Manager
Sponsor
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Project Lifecycle
Project Governance across the Phases
Request Discovery Implement
A new project
entry
Short effort to
clarify the
“foundation” of the
project, sufficiently
for the planning
phase
In-depth analysis of
scope, resources,
schedule and budget
needs
Traditional
implementation
phase where
project is
executed
Gate
Are we ready to Close
the project and release
resources?
Gate
Should we invest in a
scoping, budgeting,
planning exercise? Are
resources available?
Gate
Are we prepared to
move forward with
implementation?
Resources? Budget?
Gate
Is this project
prepared for go-live?
Is the Service Owner
ready to support
operations?
Close
Tasks that
transition the
project work to
operational
teams for
ongoing support
Project reviewed by
IT PM Governance
Board
Plan |
Scope |
Design
Governance
On Hold
Cancelled
Projects requiring or
currently under
governance review
Go Live
* The duration of each lifecycle phase, the nature of the PM review, and the extent of project artifacts
required will vary based upon the project type, size, and risk-level
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Project close-out/
de-brief
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90% of a project manager’s job is communication
Effective communication with all the stakeholders is critical throughout the project lifecycle
Project communications are key for helping the affected people adapt to the changes from the project
Projects should have a communications plan that details the timing, content and audience
Project Communications
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Information/Report or Document
Purpose of message Audience Author Format/Media/Transmittal
Method/Channel When/Frequency/Distribution Frequency
Discovery Phase Results Review
Communicate results of discovery phase, recommend next steps, gain
approval to proceed or halt
Project executive
committee and sponsor(s)
project manager
Powerpoint, face to face at end of Discovery
phase
Project Kickoff Meeting
Orient project team to project; review project mechanics, roles and resp,
project goals
Project team members
project manager
Powerpoint, face to face 1x when project
starts
Project team status meetings
Update project status Project team
members project
manager
PowerPoint, issue log, face to face with virtual presence
enabled weekly
Executive Committee Meetings
Update executive committee on status, escalate issues, alert to risks, get
decisions
Project executive
committee and sponsor(s)
project manager
PowerPoint, issue log, face to face with virtual presence
enabled monthly
30 second speech on benefits of project, 1-
2 page Powerpoint
Benefits message for each stakeholder to convince them to endorse and
support project key stakeholders
project manager
face to face
Stage Gate review Review results of current phase, gain
approval to proceed
Project executive
committee and sponsor(s)
project manager
PowerPoint, issue log, face to face with virtual presence
enabled
As each phase nears completion
UAT Test Results Summary
Update stakeholders on testing results
Project executive
committee and sponsor(s)
testing manager
email to all with summary of critical defects and link to
testing log daily
Sample Communications Plan
Refer to http://projectstandards.huit.harvard.edu/
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Think about a past project you were involved in ...
₋ What communications efforts were established?
₋ In what ways was the communications helpful to the project?
₋ In what ways did lack of communications derail the project?
Project Communications Reflection
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Change Management
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Project
Change
Management
Service
Change
Management
Organizational
Change
Management
Process and procedures
by which changes to
project scope are
formally introduced
and approved
.
Standardized methods &
procedures for efficient
handling of all changes
to the IT environment
to minimize the impact
on service quality
Process, tools and
techniques to manage the
people-side of change to
ensure realization of
change in order to achieve
the business outcome
Governance ITIL Leading Change
“Projects with excellent Change Management are 6x more likely to
meet their objectives.“ (2009 PROSCI benchmark report)
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Build Awareness of the need to change
• Clarify the value and benefits in partnership with sponsors and stakeholders (guiding coalition)
Encourage Desire to change
₋ Recognize and address the impact of the change on the organization and individual comfort-level
Establish Knowledge of how to change
₋ Iterative releases, “quick wins”
Ensure Ability to implement the change
₋ Training, resources, additional support needed to implement the change; integrate into IT Service Management**
Foster Reinforcement to sustain the change
₋ Tie into existing systems, processes, cultural norms
Organizational Change Management Factors
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*Adapted from ADKAR model for change management, PROSCI,
Inc. 2015
**IT Service Management addressed in
the ITIL Foundations class.
*
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Go back to your IT project management exercise
₋ What changes will the project introduce into the IT
environment or the organization overall?
₋ What can the project team do to ensure the individuals or organization successfully adapt to the changes?
₋ Consider the 5 factors of organizational change management
Change Management reflection
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Tools, Templates and Resources
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Tools
₋ Microsoft Project, Excel, Word
₋ SharePoint - http://huit.harvard.edu/services/sharepoint-harvard
₋ ServiceNow Project Management - https://harvard.service-now.com/navpage.do
http://wiki.servicenow.com/index.php?title=Project_Management#gsc.tab=0
₋ Harvard Google: http://g.harvard.edu/
₋ Basecamp - https://basecamp.com/
₋ JIRA - https://jira.huit.harvard.edu/secure/Dashboard.jspa
₋ Pivotal Tracker - http://www.pivotaltracker.com/
CWD courses
₋ Project Management, Building Commitment for Change, Microsoft Project, Embracing Change and Innovation, and Putting Strategy into Action
Harvard Extension School Project Management https://www.extension.harvard.edu/academics/courses/project-management/14770
On-line learning: Lynda.com, Harvard ManageMentor, Skillsoft.com
HUIT PM website, workshops, & templates - http://projectstandards.huit.harvard.edu/
Harvard Risk Management & Audit Services -http://rmas.fad.harvard.edu/audit-services
Project Management Institute (PMI) - http://www.pmi.org/
The Change Management Pocket Guide - http://www.changeguidesllc.com/
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Summary
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IT project management affects everyone in IT. Projects are the way we introduce change new products and
services into the organization.
Project management is a disciplined approach to plan, schedule and coordinate the work to achieve a project’s objectives.
The more complex the project, the greater the need for an experienced, skilled project manager.
All projects involve common phases and roles.
Projects should start with a clear concise vision, SMART objectives and measurable KPIs to assess a project’s success.
Workshop Summary
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Project planning and estimating help clarify schedule, cost, scope, and constraints before a project begins.
Project risks can jeopardize the success of a project; risk must be assessed and managed continuously.
Project governance provides a means for decision-making to guide the project toward its objectives.
Project communication is 90% of a Project Manager’s job.
Successful project management must include change management across the project lifecycle.
Numerous tools, templates & resources are available to support
IT project management at Harvard.
Workshop Summary
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