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Choosing a Project Management System
Choosing a Project Management System
Choosing a Project Management System
Choosing a Project Management System
Choosing a Project Management System
Choosing a Project Management System
Choosing a Project Management System
Choosing a Project Management System
Choosing a Project Management System
Choosing a Project Management System
Choosing a Project Management System
Choosing a Project Management System
Choosing a Project Management System
Choosing a Project Management System
Choosing a Project Management System
Choosing a Project Management System
Choosing a Project Management System
Choosing a Project Management System
Choosing a Project Management System
Choosing a Project Management System
Choosing a Project Management System
Choosing a Project Management System
Choosing a Project Management System
Choosing a Project Management System
Choosing a Project Management System
Choosing a Project Management System
Choosing a Project Management System
Choosing a Project Management System
Choosing a Project Management System
Choosing a Project Management System
Choosing a Project Management System
Choosing a Project Management System
Choosing a Project Management System
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Choosing a Project Management System

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  • 1. Choosing a Project Management System
  • 2. Introduction Requirements Definition Product Evaluation Gap Analysis Peer Review Vendor’s Perspective Organizational Impacts Pitfalls © 2001 Dekker, Ltd. 3
  • 3. Requirements Definition Collecting Requirements Distilling Requirements Evaluation Criteria
  • 4. Collecting Requirements Publish the Schedule for Collecting Requirements Review Existing System Capabilities Core Capabilities Procedures Processes Evaluate Existing System for What Works and What Does Not Work Develop Interview Criteria and Questions Interview the Organization Ensure Key Roles of the System Are Represented Define Needs Define Wants Customer Requirements Evaluate Industry Best Practices © 2001 Dekker, Ltd. 5
  • 5. Collecting Requirements Evaluate Existing Interview System Evaluate Industry Develop Schedule System Stakeholders Best Practices Publish Results Preliminary Develop Evaluation Requirements Vendor Review Criteria Complete Review Pass Pass Fail Fail End © 2001 Dekker, Ltd. 6
  • 6. Distilling Requirements Create Description for Each Requirement Define Required Data Identify Calculations Describe Outputs Include Samples as Appropriate Categorize as Needs vs. Wants Needs Existing Capabilities Customer Requirements Business Directions Wants New Business Directions Features Desired Special Interests © 2001 Dekker, Ltd. 7
  • 7. Distilling Requirements Establish Ranking for Needs and Wants Define as Core System Requirements Identify Must Have Capabilities Weight Needs Heavier Than Wants Document Evaluation Criteria Define Measurement Criteria Relate to Demonstration Scenarios Define Demonstration Score Card © 2001 Dekker, Ltd. 8
  • 8. Evaluation Criteria General Complete Cost and Schedule Integration Provide Full Life Cycle Capabilities Proposal Through Project Completion Provides Support for Subcontract Management What If Analysis Trend Analysis Drill Down User Friendly Uses Contemporary Technology © 2001 Dekker, Ltd. 9
  • 9. Evaluation Criteria Schedule Gantt Scheduling CPM Scheduling Resource Flexible Resource Levels Department Skill By Name Resource Availability Equivalency © 2001 Dekker, Ltd. 10
  • 10. Evaluation Criteria Cost Escalate Direct Rates Mid Period Escalations Support For ECDs Concurrent Rates Burden Rates Flexible Line Item Definition Apply to Percentages or Dollars Provide Compound Burdening Provide Segregated Burdening Performance ANSI Compliant Trend Analysis Metrics © 2001 Dekker, Ltd. 11
  • 11. Evaluation Criteria Reporting Canned Reports User Defined Queries Custom Report Formats Schedule Graphics Business Graphics Office Integration Output to Excel Output to Power Point Output to Word © 2001 Dekker, Ltd. 12
  • 12. Evaluation Criteria Drill Down Definable Business Rules Variance Thresholds Review Exceptions Capable of Integrating with Accounting Technology Contemporary Database WEB Designed Outlook Enabled Extensible © 2001 Dekker, Ltd. 13
  • 13. Evaluation Criteria Implementation Support Training Application Training End User Training Technical Training Consulting Implementation Consulting Application Consulting Customer Support Telephone Support On Site Support © 2001 Dekker, Ltd. 14
  • 14. Evaluation Criteria Vendor Information Number Years in Operation Annual Gross Sales Number of Employees References Number Years Product Line Has Been Available Target Markets for Product Releases Per Year Major Release Minor Release Migration Path to Major Releases © 2001 Dekker, Ltd. 15
  • 15. Product Evaluation Request For Information Down Selection Product Presentations Request for Quote
  • 16. Request For Information Describe Organization Organizational Business Focus Functional Contact Procurement Contact Describe the Scope of the Implementation Functional Pricing Scheduling Resource Management Project Management Earned Value Management Organizational Number of Users Number of Sites Technology Infrastructure © 2001 Dekker, Ltd. 17
  • 17. Request For Information Provide Samples from Existing System Sample Data Sample Inputs Sample Outputs Turn Around Documents Provide Response Criteria Requirements Definition Score Card Measurement Criteria Expectations for Scope of the Response © 2001 Dekker, Ltd. 18
  • 18. Down Selection Eliminate All Non Responsive Measure Responses Against Requirements Meets Core Requirement Rate Product Ability from 1 to 10 Meets Need Requirement Rate Product Ability from 1 to 10 Meets Wants Requirements Rate Product Ability from 1 to 5 Chose Top Two or Three Vendors © 2001 Dekker, Ltd. 19
  • 19. Product Presentations Define Criteria for the Presentations Vendor Overview Company History Product Focus Client Base Product Overview Vendor Standard Demonstration Product Features Requirement Review / Demonstration Scenarios Scenarios Demonstrated in the Application Sample Data Demonstrated in the Application Review Application Output Technology Review (Requires Corporate IT Staff) © 2001 Dekker, Ltd. 20
  • 20. Request for Quote Request an Updated Matrix Describe the Scope of the Implementation Pricing Project Management Resource Management Number of Users Number of Sites Technology Infrastructure Identify Services Required Training Consulting Data Transition Interfaces Customization / Cost of Mods Request Vendors Approach to the Implementation © 2001 Dekker, Ltd. 21
  • 21. Product Evaluation Request for Request for Down Selection Product Presentation Information Quote Pass Fail Evaluate Begin Start Quote Vendor Selection Final Negotiations Pass Implementation Pass Fail Fail End © 2001 Dekker, Ltd. 22
  • 22. GAP Analysis
  • 23. GAP Analysis Identify Missing Need Items Report Graphics Matrix Technology Request Vendor Review Solutions Within COTS Application Cost of Modifications Alternatives Internal IT Staff Review Potential to Enhance COTS Solution Cost of Modifications Level of Vendor Participation © 2001 Dekker, Ltd. 24
  • 24. Peer Review Define Key Roles of the Organization Pricing Manager Schedule Analyst Cost Analyst Finance Analyst Project Manager IPT Lead Control Account Manager Program Office © 2001 Dekker, Ltd. 25
  • 25. Peer Review Establish a Review Team Must Have Representation for Each Key Role Must Participate in Each Phase of the Review Define Sr. Management Closure Plan Articulate Review Process Define Recommendation Milestones Identify Acceptance Levels From Stakeholders Licensing Review Acceptance © 2001 Dekker, Ltd. 26
  • 26. Organizational Impacts Hardware and HW } Software represents just the tip of the iceberg... Software ™ } Cu Procedures ltu ral Objectives Core Implementation Team Must Focus On Training These Three (3) Issues People © 2001 Dekker, Ltd. 27
  • 27. Organizational Impacts Time to Implement Requirements Definition Product Selection Pilot Program Limited Fielding Full Deployment Changes to Processes Cost Schedule Integration Elimination of Redundant Data and Process Steps Data Collection Data Reduction © 2001 Dekker, Ltd. 28
  • 28. Organizational Impacts Cultural Resistance Human Nature to Resist Change Perception of Existing System End User Management Operations Customer Corporate IQ Technology Status Cost of Implementation Corporate Initiative Functional Requirement Program Specific © 2001 Dekker, Ltd. 29
  • 29. Organizational Impacts Data Migration Volume of Existing Data Source of Existing Data Enterprise Database Desktop Database Spreadsheets Proprietary Sources Technology Infrastructure Operating System Network Environment (LAN, WAN, WWW) Database WEB Environment © 2001 Dekker, Ltd. 30
  • 30. Vendor Perspective Must Have Procurement Involved Must Articulate a Schedule for the Selection Must Provide Sufficient Time to Prepare for Presentations Scope of the Presentations Must Be Proportional to the Budget for the Implementation Should Consider Vendor’s Training for Hands on Evaluation © 2001 Dekker, Ltd. 31
  • 31. Pitfalls Inconsistent Review Methodologies Not Involving Procurement Not Defining a Closure Plan Not Defining Requirements for Vendor Participation Up Front Not Defining Expectation for Vendors Role in the Evaluation Not Including Representation on the Evaluation Team for Each Stakeholder Group Lengthy Evaluations Result in Diminishing Returns Software Does Not Represent a Significant Cost to Vendor © 2001 Dekker, Ltd. 32
  • 32. Pitfalls Experts Can Self-Train on Any PM Tool Vendor Only Supplies Software System Evaluated to Capabilities of Existing System Conducting the Implementation Without End User Involvement End User Necessary Only to Provide Requirements for the System Do Not Have the Time to be Involved in the Process © 2001 Dekker, Ltd. 33

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