managing multiple small projects - sandra rowe

Managing Multiple Small ProjectsManaging Multiple Small Projects

Sandra F. Rowe, PMP, MBA, MSCISTrinity Information Services

May 1, 2009

PurposePurpose

The purpose of thisThe purpose of this session is to provide you with the necessary k l d kill t lknowledge, skills, tools and techniques to effectively manageeffectively manage multiple small projects

Session ObjectivesSession Objectives

Discuss the challenges associated with managing g g gmultiple small projects.Use a project management process and tools specifically designed for managing multiple smallspecifically designed for managing multiple small projects.Review leadership skills essential for managing p g gmultiple small projects.Discuss Best Practices for managing multiple small projectsprojects.

Session OutlineSession Outline

Project Management OverviewProject Management OverviewMultiple Project EnvironmentMultiple-Project Management Process for Small p j gProjectsLeadership Skills for Managing Multiple Small Projects Best Practices for Managing Multiple Small ProjectsProjects

K P j M TKey Project Management TermsProject – a temporary endeavor undertaken to create aProject a temporary endeavor undertaken to create a unique product, service or result.Program – a group of related projects managed in a coordinated way to obtain benefits and control not availablecoordinated way to obtain benefits and control not available from managing them individually. Programs may include elements of related work outside of the scope of the discrete

j tprojects or program. Portfolio – a collection of projects or programs and other work that are grouped together to facilitate effective management of that work to meet strategic business objectives. The projects or programs of the portfolio may not necessarily be interdependent or directly related.(PMBOK® Guide – Fourth Edition)

Copyright 2008 Trinity Health – Novi, Michigan INTERNAL5

( )

P j t M t Lif C l PhProject Management Life Cycle PhasesInitiating Planning Executing Controlling Closingg g g C g C gDefine the project in terms of scope

Define the detailed requirements

Complete the work defined in the

Monitor ongoing project activities against project

Formally concludes all projectterms of scope,

high-level deliverables and costs

requirements and workplansfor the project

in the workplan

against project plans to identify potential variances and

h

project activities, including transition to

iensure that appropriate project action taken

operations


Standards

Best Practices

ClosingPM

Tools

Standards

Controlling

PM Knowledge

Areas

Controlling

PM Processes

Planning

InitiatingLeadership

Initiating

Scalable and AdaptableScalable and Adaptable

ScalableLevel of complexity of the processTime in using the processF f thFocus of the process

AdaptableKnowing how much process is required for o g o uc p ocess s equ ed oan individual projectKnowing which tools and techniques to apply to the projectto the project

P j t SProject SuccessProject success can be defined delivering theProject success can be defined delivering the required product within scope, on time and within budget, while meeting quality and customer expectations

Time CostTime CostQuality

and C t e

S

CustomerService


Scope

What is a Small Project?What is a Small Project?

Definition of a Small ProjectDefinition of a Small Project

Short in durationShort in duration10 or fewer team membersSingle objectiveg jNarrowly defined scopeSingle decision-makergStraight forward deliverablesFew interdependencies among skill areas

Examples of Small ProjectsExamples of Small Projects

Developing a training courseDeveloping a training courseDeveloping a processImplementing a project officep g p jDeveloping documentsImplementing a purchased software applicationp g p pp

Treating Assignments as ProjectsTreating Assignments as Projects

One person assignments can be managed asOne person assignments can be managed as projectsTreating assignments as projects allows more effort to be carried out in an efficient manner with better use of resources (Källman, & Williamson, 2002)

What are some challenges i h i ll j ?with managing small projects?

Challenges of Managing Multiple Small Projects

C i d tCommon resources are assigned to multiple projectsMany of your project team membersMany of your project team members are part-time resources to the projectTeam members are juggling prioritiesTeam members are juggling priorities

A challenge is a call to action. Respond to the call.A challenge is a call to action. Respond to the call.

C R P j t F ilCommon Reasons Projects FailUndefined customer expectations pScope creepUnfamiliarity with the project management processStakeholders and impacted areas not involvedPoor leadershipPoor estimating techniquesPoor estimating techniquesOptimistic schedulingLack of fundinggLack of dedicated resourcesCompeting priorities


Problems from not Using Project Management

Failure with a small project is viewed worse than with a big one (Fuezery, 1998)

Key Project Management DocumentsKey Project Management Documents

Project RequestProject RequestProject CharterWork Breakdown Structure (WBS)Work Breakdown Structure (WBS)Deliverable ListProject Schedule

Project DescriptionProject Description

Project #3Procedure Manual

Project #2

Project #3

Project Mgt Process Pres

Project #1

Project #2

Software Dev Project

PROJECT CHARTER

Project Name: Project Management Process Presentation Goal: All projects are planned, managed and evaluated using best-in-class project

management methodologies and tools. Objectives: Develop a presentation to communicate a new project management process to

the project management office staff. Stakeholders: Sponsor – Name, Corporate Project Management Office Director

Primary – Project Managers Primary – Project Team Members

In Scope:

Out of Scope:

Project management initiation and planning processes

Project management execution, controlling and closing processes, project development process, project management tool

Major Deliverables:

1. Project Management 2 PM ProcessesDeliverables: 2. PM Processes 3. Presentation Materials

Assumptions: 1. The project managers will use the process 2. The remaining processes will be developed and communicated to the PMs

Constraints: 1. The presentation can be no more than three hours 2 Th t ti t b d li d b J 302. The presentation must be delivered by June 303. Priority conflicts of the Project Manager

Risk Factors:

Approval: ______________________________________________________________

Work Breakdown Structure

• Work Breakdown Structure (WBS) A deliverable-(WBS) – A deliverable-oriented hierarchical decomposition of the work to be executed by the

j t t t li hproject team to accomplish the project objectives and create the required deliverables. It organizesdeliverables. It organizes and defines the total scope of the project.

• Work Breakdown Structure C t A t iComponent – An entry in the work breakdown structure that can be at any level.


(PMBOK® Guide – Fourth Edition)

Software Development Project (#1)Deliverable List

Software Development Project (#1)

WBS Activity/Deliverable1 Definition

1 1 Project Scope1.1 Project Scope2 Analysis

2.1 Business Requirementsq2.2 System Requirements3 Design

3 1 C l D i3.1 Conceptual Design3.2 Detailed Design

Portfolio of Related ProjectsPortfolio of Related Projects

Consists of projects of a similar typeShares resourcesPortfolio management is used to help achieve an acceptable return on investment by selecting the right mix and balancing the resourcesright mix and balancing the resourcesFailure or success of one project may impact the other projectsp j

Portfolio of Unrelated ProjectsPortfolio of Unrelated Projects

Multiple projects assigned to a project managerMultiple projects assigned to a project managerConsists of some related projects in addition to ad hoc projects and assignmentsad hoc projects and assignmentsFailure or success of one project does not greatly impact the other projectsp p jProjects are combined in the project manager’s portfolio

Portfolio Management for Unrelated Projects

Project portfolio management is concerned with j p gselecting and prioritizing projectsThe focus is on controlling the flow of the workTh l f tf li t i t ffi i tlThe goal of portfolio management is to efficiently plan and control an individual portfolio of multiple projectsp jUsed to help the project manager obtain efficiencies with the use of resources, especially time

Project CategoriesProject Categories

Used in a multi-projectUsed in a multi-project environment to organize project information

•Training•Technology

Refers to the area, application or kind of work being done

gy•Strategic•MaintenanceB i PProjects in the same category

have a similar lifecycleCategories can also be further

•Business Process

Categories can also be further divided into sub-categories

Project PriorityProject Priority

Project priorities are often assigned basedProject priorities are often assigned based upon urgency, delivery date or dependencies with other projects p j

How do you set priorities?What are your priority drivers? y p y

Project priorities: high, medium, low

Multiple Project Summary (1 of 2)Multiple Project Summary (1 of 2)

A spreadsheet view of high level project informationA spreadsheet view of high-level project information

Project ID 2

Project Name Software Development Project

Priority High

Category Technology

Completion Date 11/30/08Completion Date 11/30/08

Status On Schedule

Multiple Project Summary (2 of 2)Multiple Project Summary (2 of 2)

A spreadsheet view of high level project information

Project ID Budget

A spreadsheet view of high-level project information

Project NamePriorityC

Estimated Completion DateHigh Level DeliverablesCategory

Objectives

High Level DeliverablesStatus

Multiple Project Management ProcessMultiple Project Management Process

1 Develop a single project plan for each1. Develop a single project plan for each individual project

2 Incorporate individual project plans into a2. Incorporate individual project plans into a multi-project plan

3 Execute and control the multi-project plan3. Execute and control the multi-project plan

Multiple Project ReportsMultiple Project Reports

Multiple Project ScheduleMultiple Project ScheduleMultiple Project Timeline (Integrated Gantt Chart)Chart)Multiple Project Risk PlanM lti l P j t St t R tMultiple Project Status ReportMultiple Project Calendar

Multiple Project ScheduleMultiple Project Schedule

ID WBS TaskName Start Finish A il M JID WBS Task Name Start Finish

1 1 Software Development Project 4/1/08 5/30/082 1.1 Definition 4/1/08 4/14/083 1.1.1 Project Scope 4/1/08 4/14/08

3/30 4/6 4/13 4/20 4/27 5/4 5/11 5/18 5/25 6/1 6/8 6/15 6/22 6April May June

4 1.2 Analysis 4/15/08 5/30/085 1.2.1 Business Requirements 4/15/08 4/30/086 1.2.1 System Requirements 5/1/08 5/30/087 2 Project Management Process Presentation 4/1/08 5/30/088 2 1 PM P & T l 4/1/08 5/30/088 2.1 PM Processes & Tools 4/1/08 5/30/089 2.1.1 Initiation 4/1/08 4/30/0810 2.1.2 Planning 5/1/08 5/30/0811 3 Operational Readiness 4/14/08 6/30/0812 3 1 Training 4/14/08 6/30/0812 3.1 Training 4/14/08 6/30/0813 3.1.1 Training Plan 4/14/08 4/25/0814 3.1.2 Training Development 4/28/08 6/13/0815 3.1.3 Training Delivery 6/16/08 6/30/08

Risk PlanningRisk Planning

1. Identify risksy2. Determine probability of

occurrence – low, medium, highD t i i t l di Risk is an uncertain

3. Determine impact – low, medium, high

4 Prioritize risks – low, medium, high

Risk is an uncertain event or condition that if it occurs has a negative effect on a

j t bj ti4. Prioritize risks low, medium, high5. Develop risk response plan

project objective.

Risk management is the systematic process of y pidentifying, analyzing and responding to project risk.

Multiple Project Risk ManagementMultiple Project Risk Management

Identify the risk level for each projectIdentify the risk level for each projectDefine risk responsesIdentify where risks overlap among projectsIdentify where risks overlap among projectsIdentify responses that serve multiple projectsD l M lti l P j t Ri k RDevelop a Multiple Project Risk Response Register

Multiple Project Risk RegisterMultiple Project Risk RegisterProject No. & P

R iI

R iPriority(P I)

IDNo.

Name

Description

Rating Rating (P x I)

1 2 PM Process Presentation

Risk Description: An SME is assigned full time on another project and may not be available to attend team meetings,

High High High

which could delay the completion of the project. Risk Response: The project manager will schedule separate meetings with the SME and assign the development activities to another resource.

St tStatus:

2 1 Software Development Project

Risk Description: The technical design may not be completed on time.Risk Response: Add more resources during development

Medium High Medium

Status:

Management vs. LeadershipManagement vs. Leadership

Managers LeadersInnovateTrust

Managers• Administer• Rely on control Trust

Have long-term viewsEye the horizon

• Rely on control• Have short-term views• Eye the bottom line

Focus on peopleCommunicateOriginate

y• Focus on structure• Command

OriginateDo the right thing• Imitate

• Do things right

LeadershipLeadership

“Leadership can be defined as a style of behaviorLeadership can be defined as a style of behavior designed to integrate both the organizational requirements and one’s personal interests into the

it f bj ti ”pursuit of some objective”

“L d hi i th it d ill t ll d- Harold Kerzner, PhD

“Leadership is the capacity and will to rally men and women to a common purpose and the character which inspires confidence”inspires confidence

- Bernard Montgomery, Field Marshalg y

A Leader...A Leader...

1. Can create, nurture and communicate a vision2 Has the capacity and the willingness to balance2. Has the capacity and the willingness to balance

courage with consideration3. Can coach and empower a teamp4. Can collaborate with others5 has the ability to maintain a winning attitude5. has the ability to maintain a winning attitude6. is comfortable with ambiguity

A Leader...A Leader...

7. Is decisive and persistent8. Is both giving and forgiving9. Can add value10. Is a knowledge seeker11. Can take the initiative12. Can laugh and has a sense of humor13. Demonstrates good character

CharacterCharacter

“Your character determines who you are, who you are determines what you see, what you see determines what you do ”see determines what you do.

“Ch t i th i d ti ti t dJohn C Maxwell“Character is the inward motivation to do what is right in every situation.”An effective leader has good character

- John C. Maxwell

An effective leader has good character

- Tom Hill

L d hi Ch i iLeadership CharacteristicsCompassionCreativity CompassionCreativity

DecisivenessDiligenceDiscernmentFlexibility DiscernmentFlexibility

ForgivenessInitiativeOrderlinessPatience OrderlinessPatience

PersuasivenessResponsibilitySelf-Control

ToleranceResponsibilitySelf Control

SensitivityIntegrity

Thoroughness

Project Managers as LeadersProject Managers as Leaders

The traditional view of project p jmanagement emphasizes that both technical and management expertise is required of project

Project Leadership Responsibilities

p q p jmanagersThe primary role of project managers is to provide a

•Know and develop yourself

•Know your projectK d d l managers is to provide a

leadership focus on their projects

•Know and develop your team

•Communicate, Communicate, ,

Communicate

Leading by InfluenceLeading by Influence

Earn the trust and respect of your team by havingEarn the trust and respect of your team by having good characterCreate and communicate the project visionp jBecome proficient at performing your responsibilitiesR d idl t j t t k h ldRespond rapidly to project stakeholdersCoach and develop project team members and delegate project responsibilitiesde ega e p ojec espo s b es

Essential Leadership SkillsEssential Leadership Skills

Problem solvingProblem solvingDecision makingPriority settingy gTake the initiativeAccept responsibilityp p yAbility to focus

The Power of FocusThe Power of Focus

Focus affects perception andFocus affects perception and performanceFocus provides clarity

Defining project outcome/visionStaying on track

Focus on the activities that will help you to achieve project objectives

Multi-TaskingMulti Tasking

What is multi tasking?What is multi-tasking?Working on multiple concurrent projectsPerforming both operational activities as well as project work

Outcomes of multi-taskingGood – can be used to take advantage of projectGood – can be used to take advantage of project downtimeBad – if it forces constant movement among projects

Time ManagementTime Management

1. Create monthly weekly and daily priority lists (To1. Create monthly weekly and daily priority lists (To Do Lists)

2. Plan every day in advance3. Organize your work space4. Use a document management system5. Set priorities 6. Do the most difficult task first

Time ManagementTime Management

7. Conquer procrastination7. Conquer procrastination8. Focus on results9. Develop systems that work for youp y y10. Work according to your temperament11. Allow a little time for the unexpectedp12. Eliminate wasteful activities13. Choose to be positive

Leadership ConnectionLeadership Connection

Take the initiative to develop an individualTake the initiative to develop an individual portfolio for unrelated projectsStress the benefits achieved for applying the pp y gmultiple project toolsUse multi-tasking to your advantageg y gFind a system that works for you

Wh b iWhat are some best practices for managing multiple small g g pprojects?

Best Practices for Managing Multiple Projects

Consistently use a project management processConsistently use a project management process and tools for a individual projectsEnsure that risk planning occurs twice—first p gwhile planning the individual project and then again during multiple project planningIncorporating more discipline increases your chances for success

PROJECTSUCCESS

Questions?Questions?

Contact InformationContact Information

Sandra F Rowe PMP MBA MSCISSandra F. Rowe, PMP, MBA, MSCIS

sandrarowe@comcast [email protected] 376-0991