IM04: MANAGING BUSINESS INTELLIGENCE PROJECTS SUCCESSFUL

Presented by Kelvin Chan

Introduction• A PRINCE2 based Methodology• To read the book from the OGC publication “Managing

Successful Projects with PRINCE2” which is officially published by TSO.

Key Success Factors

• Solid Requirements• Controlled Project Environment• Good Data Architect with Business Sense• Higher Degree of Delegated Powers given to

Project Sponsor

PRINCE2 project management method suggests that projects should be broken down into stages and these sub-processes dictate how each individual stage should be controlled.

Project MethodologyBusiness Intelligence Project Management

Project Start-Up

Requirement Analysis

Data Architecture

Development

Report Development

Training and Handover

Project Closure

Project Team Organization

Quality Management Strategy

Risk Management Strategy

Change Management Strategy

SU

IP SB

CS

MPCP Project Scope

Project Plan

Communication Management Strategy

DP

Project ProcessesProject Start-Up

Requirement Analysis

Data Architecture Development

Report Development

Training and Handover

Project Closure

SU

IP

CP

DP

DP

DP

DP

DP

SB CS MP

CS MP

SB CS MP

SB CS MP

SB CS MP

IP DP

Customized PRINCE2 7 Processes

Start-Up a Project•During Pre-Sales Stage, we receive a Project Mandate on Scope and Requirements. We then conduct Proof-of-Concept•If the deal is closed, Project Plan, Project Approach, Project Brief should be prepared before IP

Initiate a Project•Stage Plan, PID, Product Description should be prepared•Project Team Organization must be confirmed

Direct a Project•Project Board Members (Project Sponsor, Senior Supplier, Senior User) should be accountable for this process•Participate in PSC Meeting •Make decision on all milestones and Stage Clearance Confirmation

Control Project Stages•Project Manager should be accountable for this process•Regular Highlight Report•Exception Report•Issue Logging (Change, Risk or Concern…)•Define Work Package (Action Plan) for each Task within the Stage

Manage Product Delivery•Team Manager should be accountable for this process•Monitor and Execute the Work Package (Action Plan) until the required tasks are completed•Decide Team Plan on completing the required Tasks

Manage Stage Boundaries•Project Manager should be accountable for this process•End Stage Report must be prepared for Project Board ‘s approval (DP)

Close a Project•End Project Report must be prepared by Project Manager for Project Board ‘s approval (DP)

SU

CP

DP

SB

CS

MP

IP

PM Processes vs Methodology

• People tend to confuse Processes and Methodology. A set of Project Management Processes is not a Methodology. Methodology is about how to execute the Processes

• PMI offers processes for project management. PRINCE2 from the UK offers a full methodology, with stage gates, work authorization forms, and so on.

• Processes to me is a Toolbox. They consists of best practice inputs, outputs, and tools/techniques for the various elements of managing projects

• Methodology is a basic foundation that enables Project Managers can easily apply on all related Projects

Top Management

Senior Supplier

Project Manager

Team Manager

Development Team Members

Senior Technical Project Sponsor Senior User

User Assurance

Project Board

Project Organization

Responsibilities of Project Board

Duties & Behaviours

Be accountable

Provide unified direction

Delegate effectively

Facilitate cross-functional integrationCommit resources

Ensure effective decision-making

Support the project manager

Ensure effective communication

Responsibilities of Project Sponsor

• The key responsibility associated with the Sponsor is making sure that the project remains focused toward its objectives, ultimately delivering the outputs (or products) necessary for generating the outcomes that will enable the expected benefits to be realized. As well as this, the Sponsor is responsible for assuring value for money on the project, by implementing an approach that is cost-conscious, weighing the demands of the business, user, and supplier against one another. This role is ultimately accountable for the success of the project and has the veto on any decision making.

Responsibilities of Senior User

• The ‘user’ stakeholder interest encompasses all who will operate, support and maintain the products that the project creates, as well as those who will use the project’s products to realize the expected benefits. The Senior User, who will usually be a high-level manager from the customer organization, is responsible for making sure that the needs of the users are clearly and fully defined, for committing user resources, liaising between the user and the project team, and ensuring that the outcome meets the users’ needs, conforming to the Business Case with regard to ease of use, functions, and quality requirements.

Responsibilities of Senior Technical

• Can commit Technical Resource that needed for BI Project Implementation

• This role normally will be the IT Manager

Responsibilities of Senior Supplier

• It is vital that those who design, build and deliver the products requested by the user should also be represented on the Project Board. The Senior Supplier role has been defined to represent these groups. It is the Senior Supplier’s responsibility to ensure that products are delivered in conformance with the user’s specification, and the Senior Supplier must therefore have the authority to commit the required supplier resources to the project.

Responsibilities of Project Manager

• Is responsible for day-to-day management of the project and will delegate responsibility for the creation of products to the team manager or specialist team members themselves.

Responsibilities of Team Manager

• The Team Manager will perform the daily management of the team

• Lead the Technical Team to implement solutions according to the requirements and the instructions of Project Manager

• Provide Technical Solutions to Project Manager

Steps to Actual Project Start

Process Model Timeline

PRINCE2 Processes By Definition

Starting up a Project (SU)• It is a pre-project process that designed to ensure all pre-requisites for IP

are in place. The process expects the existence of a Project Mandate which defines Project Scope, Requirements and Goals. Starting up a Project should be very short.

• Appoint the Project Team• Create the Initiation Stage Plan.

Initiating a Project (IP)• Agree whether or not there is sufficient justification to proceed with

the project• Establish a Project Approach on which to proceed• Document and confirm that an acceptable Business Case exists for the

project• Ensure a firm and accepted Foundation to the project prior to

commencement of the work• Agree to the commitment of resources throughout each stage of the

project• Enable and encourage the Project Board to take ownership of the

project• Provide the baseline for the decision-making processes required

during the project’s life• Ensure that the investment of time and effort required by the project

is made wisely, taking account of the risks to the project

Directing a Project (DP)

• Directing a Project runs from the start-up of the project until its closure.

• This process is aimed at the Project Board. • The Project Board manages and monitors via reports and

controls through a number of decision points.

Controlling a Stage (CS)• Project Manager should stay on course and reacts to unexpected

events• Project Manager’s day-to-day management of the project• Authorizing work to be done• Gathering progress information about that work• Watching for changes• Reviewing the situation• Reporting on Progress, Exception, Issue…• Taking any necessary Corrective Action.• This process covers these activities, together with the on-going work

of risk management and change control.

Managing Product Delivery (MP)

• Make sure the Work Package to the Team Manager is effectively authorised and agreed

• Make sure the Work Package is conformed to the requirements• Assess Work Progress and Forecasts regularly• Ensure completed products meet quality criteria• Obtain approval for the completed products.

Managing a Stage Boundary (SB)• Assure the Project Board that all deliverables planned in the current

Stage Plan have been completed as defined• Provide the information needed for the Project Board to assess the

continuing viability of the project• Provide the Project Board with information needed to approve the

current stage’s completion and authorise the start of the next stage, together with its delegated tolerance level

• Record any measurements or lessons which can help later stages of this project and/or other projects.

Closing a Project (CP)• Check the extent to which the objectives or aims set out in the Project

Initiation Document (PID) have been met• Confirm the extent of the fulfillment of the Project Initiation

Document (PID) and the Customer’s satisfaction with the deliverables• Obtain formal acceptance of the deliverables• Ensure to what extent all expected products have been handed over

and accepted by the Customer• Confirm that maintenance and operation arrangements are in place

(where appropriate)• Make any recommendations for follow-on actions• Capture lessons resulting from the project and complete the Lessons

Learned Report• Prepare an End Project Report• Notify the host organisation of the intention to disband the project

organisation and resources.

Thank You !