Building Sustainable Project Management Practices Dr. Janet Ply, PMP, Pendére Inc. Stacy Jaycox,...
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Building Sustainable Project Management Practices Dr. Janet Ply, PMP, Pendére Inc. Stacy Jaycox, CBAP, Tyson Foods ITRI’s Women in Technology Conference March 11, 2011 v1.0 1
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Transcript of Building Sustainable Project Management Practices Dr. Janet Ply, PMP, Pendére Inc. Stacy Jaycox,...
Building Sustainable Project Management Practices
Dr. Janet Ply, PMP, Pendére Inc.Stacy Jaycox, CBAP, Tyson Foods
ITRI’s Women in Technology Conference
March 11, 2011
v1.0 1
© 2011 by Pendére Inc.
Topics
• Value of project management• Approach for building a sustainable practice• Measurable results from Tyson Foods (Stacy
Jaycox, PMO Director)• Questions/comments
2v1.0
3© 2011 by Pendére Inc.
Project Management Scope
• Project Management Institute - PMBOK
• Project management is not just a glorified checklist
v1.0
• Project Integration Management
• Project Scope Management
• Project Time Management
• Project Cost Management
• Project Quality Management
• Project Human Resource Management
• Project Communication Management
• Project Risk Management
• Project Procurement Management
© 2011 by Pendére Inc.
Value of Project Management
v1.0 4
Delivery Predictability
More accurate • Budgets• Schedules • Resource needs• Forecasting• Portfolio Mgmt
HigherQuality
IncreasedProductivity
FewerSurprises
Credibility - Trust - Customer Satisfaction
Reduced• Effort• Costs• Schedules • Rework
Scope Management
TeamAccountability
Problem Resolution
AppropriateContracts
© 2011 by Pendére Inc.
So What Do Companies Often Do?
• Send people to open enrollment project management training, expecting on-time delivery within budget
• Then no changes are made to position the PM to be successful:– Expect “on time” delivery with constrained resources– Cut corners …”we can fix it later”– Set unrealistic schedules and budgets – Provide little actual executive sponsorship– “Prioritize” based on squeaky wheel (reactive vs proactive)
5v1.0
© 2011 by Pendére Inc.
Why Do We Need This Formal Project Management Stuff? • “This is the first project that we haven’t been able to
just grind our way through…”• Projects today are more complex than ever before
and complexity will continue to increase– Span multiple departments, companies, countries– Increasing number of stakeholders with conflicting
agendas– Data explosion– Regulations and compliance
6v1.0
© 2011 by Pendére Inc.
Positioning for a Successful PM Practice• Starts at the top – Executive Sponsorship• Understand the business goals
– Predictable schedules/budgets?– Reduced costs?– Increased revenues?– Improved productivity?– Reduced defects?– Reliability?– Compliance?– Customer Satisfaction?
• Develop a roadmap
7v1.0
© 2011 by Pendére Inc.
Approach for Building a Sustainable Project Management Practice
v1.0 8
Analyze Current State
• Review organization goals
• Baseline skills, processes, and technology
• Prioritize gaps
• Obtain approval
Define Outcomes and Approach
• Identify target outcomes
• Plan improvement approach
• Develop mentors and leaders
• Gather baseline measures
Establish and Pilot Solution
• Build or evolve process assets
• Install or update technology
• Tailor training to fit
• Pilot all new or changed elements
Deploy Solution
• Provide training as needed
• Mentor and coach users of new skills and practices
• Gather measures and feedback
• Adapt assets and tools as needed
Measure and Assess Outcomes
• Review results
• Compare to goals and targets
• Identify needs for improvement
• Prioritize gaps
© 2011 by Pendére Inc. 9v1.0
Stacy Jaycox PMP, CBAPDirector, Tyson IS PMO
© 2011 by Pendére Inc.
Hitting Project Targets
• Why is it important to hit project targets?
10v1.0
o To achieve the business case
o To preserve the enterprise schedule
o To build integrity and trust
© 2011 by Pendére Inc.
Tyson Project Performance - 2007
11v1.0
75%
0%
On-CostOn-Effort
2007
77.8%
2007
45.6%
2007
47.7%
On-Time
© 2011 by Pendére Inc.
Root Causes
• Bloated, “one size fits all” SLC• Disparate PM and BA skill levels• Over-reliance on business knowledge• Resource bottlenecks• Weak, compliance-oriented PMO
12v1.0
© 2011 by Pendére Inc.
Consequences
• Frustration with project overhead• Antagonistic relationships with the
business• Growth of “shadow IS”• Limited ability to implement game-
changers• Ineffective PMO largely seen as UOH
13v1.0
© 2011 by Pendére Inc.
Our Strategy
• Develop a quality, service-oriented PMO• Find a strong partner• “Engage the fruit”• Streamline the SLC• Create repeatable and teachable processes
with supporting tools• Build our people
14v1.0
© 2011 by Pendére Inc.
Tyson Project Performance – 2008+
15v1.0
75%
0%
On-CostOn-Effort
2007
77.8%
2007
45.6%
2007
47.7%
On-Time
2009
73.4%
2008
78.5%
2009
65.3%
2008
50.9%
2009
66.9%
2008
60.7%
2010
92.3%
2010
78.3%
2010
80.3%
© 2011 by Pendére Inc.
State of the Tyson PMO Brand
16v1.0
0.00%20.00%40.00%60.00%80.00%
2007200820092010
+29.7 +27.6 +29.7 +39.7 -20.2 -9.9 -23.9
© 2011 by Pendére Inc.
• Walton College of Business and Pendère partner to help companies drive results to bottom line– Assessments of current state– Project-based learning approach– Mentoring
• Measurable results
17v1.0
© 2011 by Pendére Inc.
Questions/Comments
18v1.0
Contact Information
Janet K. Ply, PhDPendere Inc.
512-695-4259
