Project Management Information and Tracking Basics Technology Services Project Management Office.
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Transcript of Project Management Information and Tracking Basics Technology Services Project Management Office.
Project Management Information and Tracking Basics
Technology Services
Project Management Office
Course Outline
Background VCU Project Management Methodology Project Management Information and Tracking
System Requirements Analysis Project Classification PMIT System Demo Lab Discussion/Questions
Background
VCU signs Tier III Management Agreement with COVA in mid-2007
Project Management Office created in early 2008 to meet COVA requirements
TS Task Force determines PM methodology and system requirements 2008-2009
Project Management Information and Tracking System goes live in July 2009
VCU Project Management Methodology
Combination of best practices from Project Management Institute (PMI) VITA Other colleges/universities
Projects are classified and managed according to four criteria
1. Cost
2. Resources
3. Time
4. Risk
VCU Project Management Methodology
The more complex a project: the greater the planning requirements the more involved the execution and control the more advanced skills and greater experience
the PM must have All projects have a single identified Project
Manager and a Project Sponsor Anyone in Technology Services is eligible to
become a Project Manager by meeting the education and experience qualifications
VCU Project Management Methodology
PMs are responsible for all aspects of their projects – planning, monitoring, control, budget, change management, etc., etc.
VCU’s PM Methodology is subject to both internal and State audit
JLARC did perform an audit in 2010 and found VCU in compliance with all COVA requirements
VCU Project Information System
Lack of funding meant a COTS system was not feasible
Evaluated freeware Limited shareability Linear communications Task and schedule focused Weak analysis and reporting capabilities
Decision was made to design and build one ourselves (within limited resources & time)
VCU Project Information System
System Requirements Web-accessible w/ CAS authentication Relational database Data input workflows with status indicators Lean and agile with minimal overhead on Project Managers The amount of documentation and required project
management activities scales with the level of the project Reporting and data analysis capabilities for operational,
managerial, and strategic purposes
Project Management Information and Tracking System
PMIT system consists of two components1. Data entry
Modified version of the Change Management System application’s Web-based architecture
SQL/Server database, ASP.Net application
2. Reporting and analysis SAS Enterprise Business Intelligence tool
Both use CAS/eID to authenticate
Project Management Information and Tracking System
PMIT’s internal role-based security authorizes users
Project Managers can enter and update data for their projects only
TS projects accessible by TS staff only School/department projects accessible by their
staff only All TS staff can view any and all project
information and access all strategic, managerial, and operational reports
Project Management Information and Tracking System
Purpose of PMIT is to punish you for being a Project Manager
- NOT - PMIT is designed to serve TS needs for:
1. Capturing project information for tracking and analysis
2. Sharing best practices and lessons learned3. Enhancing planning skills4. Improving on-time and within-budget
deliverables
Requirements Analysis
Critical step in any project is a complete a thorough Requirements Analysis
Document and obtain agreement from the sponsor & primary stakeholders on the project’s Mission, goals and objectives Deliverables and how measured Contribution to unit and University strategic goals Required budget Begin-to-end time to complete Impact on resource base Project risk and strategies
Requirements Analysis
Requirements Analyses templates are available on the PMO Web site
Initially, the RA may be done by a more senior PM in your area (or by PMO)
The more accurate the analysis the greater the project’s chances of success!
Resist the temptation to skip or shorten this crucial effort!
Requirements Analysis
Key goal is to evaluate the project’s Return On Investment (ROI) and cost/benefit ratio
Focus on deliverables in business context: Improve service Reduce cost Mitigate risk
A project can be worthwhile but not be worth doing!
Requirements Analysis
“We know our business and don’t need anyone to tell us how to do it”
New user technology almost always requires changes to existing business processes
A Business Process Analysis (BPA) will help insure those changes are identified and made
BPAs are the responsibility of the business owner but can be critical to TS project success
1. Requirements Analysis
2. Classification Worksheet
3. Planning Templates
4. PMIT Data Entry
Requirements Analysis Guides
1. Short Form – simple projects
2. Long Form – more complex projects
Classification Worksheet
Using information from the RA, the PM completes the Classification Worksheet to arrive at the project’s complexity level
The classification is a guideline. If, for any reason, the PM feels the project to be higher in complexity than calculated, the project can always be managed at the next level
Projects are not to be managed at a lower level than calculated
Project Classification Criteria
Projects are classified by: Budget Time Resources Risk
Project Classification
Fast Track 80 hours or less Two or less personnel from within one TS unit Below $10,000 total cost
Low Complexity Greater than 80 and less than 240 hours Greater than two and less than 10 personnel Greater than $10,000 and less than $100,000
Project Classification
Medium Complexity Greater than six weeks and less than one year Greater than 10 and less than 25 personnel Greater than $100,000 and less than $500,000
High Complexity Greater than one year Greater than 25 personnel Greater than $500,000
Project Classification Complexity determines what project plan
components are required Fast Track
Fast Track Project Worksheet Low Complexity
1. Project Information
2. Work Breakdown Structure (WBS)
3. Resource Breakdown Structure (RBS)
4. Schedule
5. Communications Plan
6. Quality Management Test Plan
Project Classification Medium Complexity
1. Project Information2. Work Breakdown Structure (WBS)3. Resource Breakdown Structure (RBS)4. Schedule5. Communications Plan6. Quality Management Test Plan7. Quality Management IV&V Plan8. Budget Plan9. Spending Plan10. Risk Plan
Project Classification High Complexity
1. Project Information2. Work Breakdown Structure (WBS)3. Resource Breakdown Structure (RBS)4. Schedule5. Communications Plan6. Quality Management Test Plan7. Quality Management IV&V Plan8. Budget Plan9. Spending Plan10. Risk Plan11. Procurement Plan12. Change and Configuration Management Plan13. Performance Plan
Classification Worksheet
Review PMO Web Site
Classification Worksheet
PMIT System
Once you authenticate with your eID and password, PMIT home page displays
You have two options:1. Data Review
2. Data Management
In Data Review, you can review previously entered project data
In Data Management, you can enter a new project or update an existing one
PMIT System
For existing projects, you can Assign to another project manager
Previous PM can no longer update Suspend a project
Retains all data entered Removes from management reports Can be made Active again later
Delete a project Removes it from the database No longer available for any future action
PMIT System
PMIT has workflows for each project complexity level to automatically guide you through the entry of required plans
If interrupted, PMIT records where the workflow stopped and upon signing in again displays the completion status of all forms
Once all forms are completed, the status of the project is automatically set to Active
PMIT System
All project information can be edited/deleted until the project is Closed
Three aspects of active project performance will be monitored by the management dashboard1. Scope2. Budget 3. Schedule
PM must update status of all three at least every two weeks!
PMIT Demos
1. Create a new Fast Track project
2. Create a new Low Complexity project
3. Update the LC project’s budget, scope and schedule status
4. Close the LC project
LAB #1http://wrc2003-test.vcu.edu/WSS/ITPros/default.aspx
1. Classify example projects #1 and #2
2. Identify the project plan templates needed for each
3. Enter the plan data into PMIT for #1
VCU Project Workflow Review
1. Project proposal Builds the business case
2. Requirements analysis Budget, Time, Resources, Risk, Alternative
Solutions, Recommendation
3. Review, approve, prioritize according to: Contribution to department, unit, and University
goals and objectives Return On Investment (ROI)
VCU Project Workflow Review
4. Assign Project Manager TS Management with sponsor input
5. Develop Project Plan, enter and update project information in PMIT
Plans, reports and analyses
6. Monitor project performance Update plans, record issues
7. Closeout Obtain user acceptance of all deliverables Close project in PMIT
Course Take-Aways
VCU’s management agreement with COVA requires a project management methodology be followed for University IT projects
TS Task Force developed VCU’s Project Management policy, standards, best practices and established requirements for PMIT system
Project manager skills and experience and PMIT requirements scale up with project complexity
Course Take-Aways
As a PM you may use any other project management tools you like, but you must enter and update data in PMIT CIO says “If it’s not in PMIT it’s not a project…”
Anyone in TS is eligible to become a PM by meeting the education and experience qualifications
Anything that doesn’t work as designed, we can change for the better
