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Brian Schrantz - GIS Project Management for Ent. Solutions
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    Brian Schrantz - GIS Project Management for Ent. Solutions Brian Schrantz - GIS Project Management for Ent. Solutions Presentation Transcript

    • Project Management for Enterprise Implementations Brian Schrantz
    • This presentation has 6 sections
      • Background
      • Intro to Project Management
      • 5 Steps to Successful Project Management
      • Assessing Project Management Capacity
      • PMP Certification
      • Recommendations
    • Background Section 1
    • Background Information
      • EMA – IT based consulting firm based in St. Paul, MN.
      • Focus on GIS and Enterprise Implementations
      • Over 10 Years Geospatial Technology Experience
      • PMP Certification (In Progress)
      • 9 Years at Regional Planning Board
    • Introduction to Project Management Section 2
    • Why Project Management Is So Important
      • 80% of Technology Based Projects Fail to Meet Goals
        • Loss of Time
        • Loss of Money
        • Inability to Answer Needs of the Customer
      • Why They Fail
        • Poor Communication
        • Improper Management
    • The Role of the Project Manager
      • Scope Design and Budget Drafting
      • Task Management and Oversight
      • Client Interaction
      • Management of Staff
      • Management of Sub-Contractors/Consultants
      • Final Deployment
    • 5 Steps to Successful Project Management Section 3
    • 5 Steps of Project Management Project Initiation Project Planning Project Execution Project Control Project Closeout
    • Links Among Process Groups
    • Project Initiation
      • Concept Development
      • Design of the Project Scope
      • Issuing any RFPs
      • Selecting any Consultants
      • Contracting with Consultants
    • Project Planning
      • Complete Project Plan (MPP) Including:
        • Tasks
        • Budgeted hours for each task
        • Staff assignments by task
        • Project timeline
        • Identification of milestones
    • Project Planning – Core Processes
    • Project Execution
      • Budget Management
      • Completion of Tasks
      • Staff Management
      • Timeline Management
      • Consultant Management
    • Project Control
      • Change Control
      • Risk Monitoring
      • Scope Verification
      • Contract Monitoring
      • Performance Reporting
    • Project Closeout
      • Final Reporting
      • Knowledge Transfer
      • Archive Project Materials
      • Project Documentation
    • Overlaps of Process Groups in a Phase
    • Assessing Project Management Capacity Section 4
    • Project Staff Hierarchy
    • Roles
      • Staff – answer to PM, complete project tasks, work with consultants, it is common for the PM to also be a staff person.
      • Consultant – answer to PM, complete project tasks, can answer to staff instead.
      • PM – responsible for all aspects of a project, answers to PIC, all others working on project report to the PM.
      • PIC – high level oversight of project, ensures project fits organizational goals and mission, PIC should not have any other role in the project.
    • Choosing a PM: Options Executive Director/Other Mgmt Position
      • Benefits
        • Understand needs of the customer
        • Typically good communicator (non-technical)
        • Good contract manager
        • Understand needs of the customer
        • Typically good communicator (non-technical)
        • Good contract manager
      • Downfalls
        • Portfolio manager – make a better PIC
        • Time constraints
        • Don’t understand technical components
        • Too much micro-management
        • Assessing qualifications of sub-contractors
        • Developing scope and budget
        • Task completion
    • Technical Person/GIS Staff
      • Benefits
        • Excellent understanding of technical components
        • Can speak the Lingo, especially important for sub-contractors
        • Understand the ability and limitations of technology
        • Assess qualifications of sub-contractors
        • Scope and Budget design
        • Task completion
      • Downfalls
        • Assume simplicity of operation
        • Fail to recognize needs of customer
        • Communication – speak on a higher level
        • Weaker management experience
        • Ability to deal with other staff
    • Consultant
      • Benefits
          • Best of both worlds
          • Proven ability
          • Easier to hold accountable
          • Extends expertise of the organization (temporary)
      • Downfalls
          • Cost - $$$$$$$
          • More time – contract management
          • Usually doesn’t add to the expertise of the organization long term
    • PMP Certification Section 5
    • PMP Certification
      • Provided by the Project Management Institute ( http://www.pmi.org )
      • Requirements
        • Adherence to the PMBOK manual
        • 35 hours specific project management education
        • 3 years direct project management experience
        • Must include 4,500 hours of leading and directing project tasks
        • Pass written examination
        • Bachelor’s degree from an accredited institution
        • Must all occur within 8 years previous application
    • Recommendations Section 6
    • Recommendations
      • Build staff capacity and keep it
      • Consider requiring PMP certification for consultants
      • Adopt standards of practice
      • Utilize software tools, especially for large, long-term projects (Microsoft Project)
    • Questions? www.ema-inc.com © 2008 EMA, Inc. For more information, contact [email_address] or www.ema-inc.com