project management process standardization project (pmps)

April 21, 2023

Project Management

Process Standardization Project

(PMPS)By: Beverly O’Keeffe

©2005 Total Resource Management, Inc.2

Agenda

I. Introduction

II. Project Analysis

III. ROI

IV. Measures of Success

V. Project Design

VI. Project Development and Implementation

VII. Testing

VIII. Final analysis/Method of Evaluation


I. Introduction -

Who is TRM?

• TRM implements enterprise Asset Management & facilities systems

• Privately owned Company since 1996

• About 150 employees

• Headquarters in Alexandria Virginia

• Other offices in San Diego, Hawaii, Seattle, Denver, Chesapeake


I. Introduction – What is PMPS?

What is PMPS?

• PMPS-II project is a continuation of the PMPS - I project that originated in 2004.

• PMPS - I undertaken to standardize & document the Project Management policy,

processes & procedures of the organization using PMBOK as the guiding framework.

• PMPS – II is concerned with implementing those policies, processes, & procedures.

• There will be two final products of PMPS - II. They are:

1. Project Management Process Training

2. Enterprise Project Management Tool selection & implementation


II. Project Analysis – Problem Statement

TRM wishes to improve upon the its Project Management

practices and procedures such that those actions

or activities would lead to a sustained competitive

advantage in project management.


II. Project Analysis – Project ObjectivesThe PMPS Objectives are:

To implement a PM system that is followed across the entire organization, rather than on isolatedprojects.

By making project management an organizational creed both for internal and external projects the company can:

• boost productivity• increase effectiveness• improve customer satisfaction • widen market penetration.


II. Project Analysis – Project ScopeSpecific Inclusions:

1. PM Policy, Process and Procedures Training (PPP)

PPP training pilots PPP Training PPP Go-Live

2. PM Tool Implementation

PM Tool Pilot (s) PM Tool Training PM Tool Go-Live

Specific Exclusions:

1. The TRM “Methods Delivery” (technical processes) are not part of the scope of this project.


III. Return On Investment - Benefits


III. Return On Investment - Costs

Consulting Costs

$132,400


III. Return On Investment - Costs

Software Costs

$67,282.66


III. Return On Investment – Summary


IV. Measures of Success• The measures of success listed below identify measurable actions that support the completion of each of the goals and objectives for phase II of the PMPS project

• The above criteria must be met for the project to be considered successful


V. Project Design - Requirements • A list of requirements will be

compiled by a group of 10 PM’s and 3 directors from

various departments within TRM

• Each requirement will be weighted for importance and ranked

• 5- 7 software applications will be scored and ranked to see which product best fits with the requirements

• Further discussion and review with an IT Recommendation

• Executive presentation, analysis,

review & approval


V. Project Design - Feasibility Study

A feasibility study will be completed before the real work of a project starts to ascertain the likelihood of the project's success. The feasibility study will be considered from a economic, technical, schedule and organizational viewpoint.

• Economic Feasibility.• Technical Feasibility • Schedule Feasibility• Organizational Feasibility


V. Project Design - Risk Management

To ensure that PMPS risks are addressed appropriately with proven practices, TRM will employ their standard TRM Project Risk Management Methodology along with the Project Management Body of Knowledge (PMBOK) Risk Management framework for the Risk Management plan.

The risk management plan will be made up of the risk management processes listed below.

• Risk Management Planning • Risk Identification• Qualitative Risk Analysis • Risk Response Planning


V. Project Design - Risk ManagementRisk Identification

• TRM keeps a database of historical Project Risks for each project.

• It will be used to help the project team identify risks that have been encountered from previous similar projects.

• The database also includes the suggested and most likely mitigation strategy that should be used to eschew that particular type of risk


V. Project Design - Risk Management

• Each Identified risk will be scored on impact and probability

• A risk Factor will be assigned to each risk… (Impact X probability). The results will be graphed

• Risks that fall in the red and yellow zone will be carefully tracked.


V. Project Design - Risk Management• Once identified and scored the risks will go through a logging process that will

ensure all risks statuses are tracked, monitored and controlled.

• Additionally, each medium and high risk will be assigned to a risk owner.

• The risk owner will be responsible to ensure that the appropriate risk mitigation actions and activities are being applied and are working.


V. Project Design - Communications

• Sufficient communication is a key component to ensuring the success of the PMPS project.

• The philosophy underpinning this approach is to recognize and acknowledge the differing needs of the various stakeholders and the various departments effected by any process change.

• Using two-way communication and an empowering people-centered approach the PPS II project will continue to encourage broad levels of participation and engagement with the change


V. Project Design - Communications• The below table (table 1) section contains a description of the various

stakeholders who are considered in this change management and communication schedule as well as an analysis of their expectations as they relate to the project aims.

• Many of the expectations listed below have been extricated from an ongoing log of enquires or surveys that relate to the project and as such will be added to as the roll-out proceeds.


V. Project Design - Communications

• Table 2 (below) will map particular events that will occur for each month and phase of the project to the stakeholder expectations outlined in Section 1.

• Additional items will be added as the project progresses and the schedule becomes solidified.


VI. Project Implementation -Timelines

'06 '07

A M J J A S O N D J F M A M J J

Summary In Progress Completed Task Not Started

Page 1 of 1 7/8/2006

<PROJECT NAME>Project Management Plan

Project BaselineStart

BaselineFinish

Status % WorkComplete

PMPS - II NA NA 1%

PROJECT STARTED NA NA 0%

Project Management NA NA 6%

Initiating Phase NA NA 30%

Planning Phase NA NA 18%

Executing Phase NA NA 8%

Controlling Phase NA NA 0%

Closing Phase NA NA 0%

PM Processes NA NA 0%

Process Pilots NA NA 0%

Enterprise Process Training NA NA 0%

Enterprise Training - Follow-UP NA NA 0%

PM Tool NA NA 0%

Procure PM Tool NA NA 0%

PM Tool Pilots NA NA 0%

PROJECT COMPLETED NA NA 0%


VI. Project Implementation - WBS

PMPS - II

PM ToolProject

ManagementPM

Processes

Initiating

Planning

Executing

Controlling

Closing

Level 1

Level 2

Level 3 Pilots

Training

Go - Live

Pilots

Training

Go - Live

Control Account Level


VI. Project Implementation - Staffing

A Staffing Management Plan will be used to describe when and how human resources will be brought onto and taken off of the project team.

The Staffing Management Plan will include resource estimates of staff hours required during each project phase. (See below Sample table)


VI. Project Implementation - Staffing

Labor Hour Summary

0

500

1000

1500

2000

2500

3000

3500

Lab

or

Ho

urs

(M

on

thly

)

0

2000

4000

6000

8000

10000

12000

14000

16000

Lab

or

Ho

urs

(C

um

ula

tive)

Consultant Hours 1000 1000 1100 1050 1500 1550 1500 1150 1200 1350

State Sraff Hours 1280 1280 1300 1250 1760 1720 1700 1500 1480 1690

Cumulative 1280 2560 3860 5110 6870 8590 10290 11790 13270 14960 14960 14960 14960 14960 14960

Apr-04

May-04

Jun-04

Jul-04Aug-04

Sep-04

Oct-04

Nov-04

Dec-04

Jan-05

Feb-05

Mar-05

Apr-05

May-05

Jun-05

The Staffing Management Plan will also include histograms of staff hours required for the project and during each project phase. (See below Sample table)


VII. Testing/DocumentationSubsequent to the final configuration, The Vendor will perform final system testing and adjusting.

Adjustments will include changes made based on user feedback and correction of any system bugs. This includes the following tasks:

• Conduct a application walk-through for up to 5 key participants.

• Assess the technical integrity of the system and the configurations. • Perform programming and configuration adjustment to meet additional requirements revealed during the user acceptance and testing periods.

• Complete the database configuration and functionality design based on pilot test evaluations.

• Update the user’s training manual according to system changes.


VIII. Final AnalysisA ‘Final Project Review Report’ (FPRR) will be used as is an internal assessment of the overall success of the project. The FPRR is conducted by closely reviewing the project's performance against the original plans and conformance against the original processes outlined for the project

The FPRR document will include:

• An assessment of how the project performed against the benefits, objectives, scope, deliverables, schedule, expense and resource targets in project planning documentation.

• A rating of the level of conformance against each of the project processes, including scope, time, cost, quality, change, risk, issue, procurement, and communications management.

• A full list of the project achievements.

• Lessons learned and recommendations for future projects


Questions

project management process standardization project (pmps)

Documents