Project Management Maturity: Where Does Your Institution Fall? (166333827)

7/29/2019 Project Management Maturity: Where Does Your Institution Fall? (166333827)

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PROJECT MANAGEMENT MATURITY:WHERE DOES YOUR

INSTITUTION FALL?

Terry Ballantyne, Wellesley CollegeSusan Zaslaw, Dartmouth College

Donna Volpe Strouse, Wellesley College

March 12, 2013



AGENDA

Project and portfolio management

overview

Project Management Maturity Model

Role of the Project Manager

Project management at our institutions

Lessons Learned

Group Discussion



Project and Portfolio Management Overview

Have you ever worked on a project that:

Seemed like it would never end?

Ended up being much bigger or smaller than it started out to

be?

Was sidelined because resources (people or budget) were not

available?

Was stalled because of resistance to change?

These are symptoms of

an inadequately managed project.

Using project and portfolio management techniques can

minimize these types of project issues and more!




What’s the difference between project management and

project portfolio management?

Project Management: A discipline that uses a combination of experience, methods and tools to achieve project goals through

the planning, execution, monitoring and control of project

activities.

Project Portfolio Management: The centralized management of a

group of projects to ensure alignment with strategic priorities,

optimal scheduling and proper resource allocation.




How does using project and portfolio management

techniques benefit my organization?

Project management increases the chances of project success by

increasing the likelihood of meeting project objectives (scope,schedule, budget, quality).

Project sponsorship and leadership buy-in is secured at beginning of

project.

Project objectives are well-defined and communicated.

Scope of work is known and controlled.

Work progress is managed systematically.

Issues and risks are actively monitored and managed.

Project products are aligned with customer needs and expectations.




Project portfolio management increases the chances of

institutional success by focusing project initiatives on strategic

goals.

Project selection is based upon alignment with institutional priorities.

Projects are scheduled and coordinated to achieve optimal utilization

of institutional resources, while respecting organizational constraints.

Projects are adequately resourced because aggregate portfolio

resource needs do not exceed institutional capacity.

Project portfolio is approved and monitored by senior leaders who

can help manage project risks and issues that may arise.



PROJECT MANAGEMENT

MATURITY LEVELS

Level 1

Initial

Level 2

Managed

Level 3

Defined

Level 4

Quantitatively

Managed

Level 5Optimizing



LEVEL 1: INITIAL

Success depends on competence of PM

Little or no use of PM tools

Tendency to overcommit resources

Little organizational support for PM

No established PM Practices or Standards

Processes are typically undocumented

Driven in an uncontrolled and reactive manner byusers or events



LEVEL 2: MANAGED

Project outcomes more predictable

Simplistic PM tools; not used consistently

Knowledge sharing is local

Some useful project data

Resource requirements recognized

Some stakeholder involvement

Management oversight of large projects



LEVEL 3: DEFINED

Staff are trained in project management

PM tools and standards consistently applied

There is a common consistent practice for project

approval and monitoring

Processes and outcomes are well documented

There is clear process ownership

Executives are actively engaged



LEVEL 4: QUANTITATIVELY

MANAGED

Active senior management support

Portfolio level management of multiple projects

Trend reporting on costs and risks

Stakeholder involvement

Clear accountability and ownership of risks

Project metrics used consistently

Portfolio data referenced for better decision

making



LEVEL 5: OPTIMIZING

Continuous process improvement

Portfolio management used to implement

business strategy

Flexible, project-centered culture

Portfolio management skills are see as important

for career advancement

Project Management is a key component in staff development.



PM MATURITY MODELLevel Key Characteristics

5

Optimizing

Continuous process improvement

Portfolio management used to implement business strategy

Flexible, project-centered culture

4

Quantitatively

Managed

Active senior management support

Portfolio data referenced for better decision making

Project metrics used to monitor and control projects

Stakeholder feedback used for process improvement

3 Defined

Staff are trained in project management PM tools and standards consistently applied

Processes and outcomes are well documented

Executives are actively engaged

2

Managed

Project outcomes more predictable

Knowledge sharing is local

Common PM tools are used; not consistently Management involved at key milestones

1

Initial

Success depends on competence of Project Manager

Little or no use of PM tools

Tendency to overcommit resources

Little organizational support for PM



THE ROLE OF THE PROJECT MANAGER

Project Manager

v.

“Project Manager -as-doer”

(either functional or technical role)

Where do you stand?



Donna Volpe Strouse

Director, LTS Planning & Administration

Wellesley College

My Roles @ Wellesley

Project Manager

PPM Tool Implementation

Wellesley on the Maturity Model



Lessons Learned and Outcomes

It’s not about the tool

It’s okay not to be a “5”

Don’t fit a square peg into a round hole



Susan Zaslaw, PMP

Associate Director and Sr. Project Manager

Dartmouth College

My Role @ Dartmouth

Dartmouth on the Maturity Model




Leadership support and involvement is key

Start small, then build on success

All projects are not created equal



S. Terry Ballantyne

Director, Enterprise Solutions

Wellesley College

My Role @ Wellesley(PM & Portfolio Admin.)

Wellesley on the Maturity Model

Portfolio Management

(why Wellesley is moving to level 3)




Lots of communication

Simplify processes

Start and then tweak Begin simply with what you know

More thought about projects at the division level Open transparent process



QUESTIONS FOR GROUP DISCUSSION

Where does your institution fall?

How much complexity do you need?

What is the role of your project managers?

Are you managing portfolios?



QUESTIONS & EXPERIENCES

Where does your institution fall?

Sharing your experiences

Questions for the presenters

EDUCAUSE resources



EDUCAUSE resources

Project Management Constituent Group

This EDUCAUSE constituent group focuses on issues faced by projectmanagers of technical projects within higher education. Discussions

include best practices and tools, promotion of project management

culture in IT organizations, managing cross –functional groups, the

introduction of new technologies, and meeting client expectations. This

group meets at the EDUCAUSE annual conference and uses theelectronic discussion list to discuss issues throughout the year.



Thank you for at tend ing !

Please remember to fill out this

session’s evaluation by going to the daily agenda onthe conference website.

Your feedback directly affects future events.

Project Management Maturity: Where Does Your Institution Fall? (166333827)

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