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  • Participant Materials Blank name cards Presentation Handouts Exercise 1 Instructor Materials Presentation 1 flip chart Pens
  • The Project Management (PM) consulting practice was placed in OIT reporting to Jim Lombardi, the AVP at that time it started in 2004. Currently reports to the Assistant to the Vice President, Nancy VanOrman. She will be transitioning into that job over the summer. Note: Chart is soon out of date. ATMS and CSM is going to be combined under Jim Lombardi and they will announce new name soon…. Academic Technology Services and User Support
  • Handout Acronym List
  • In February 2003 the University’s Systems Management Group (SMG) approved a pilot program to provide training in project management to staff from central administrative units. In total 110 people completed courses in fundamentals of project management, advanced project management, and Microsoft Project. Over the next year an additional 200 staff completed project management training, including 140 staff from Cornell Information Technologies (CIT) and 60 other staff from across the university. Courses in Microsoft Project also were provided to staff through Tompkins County Community College.
  • R
  • A teaching and coaching approach, not an oversight approach
  • All deliverables were made generic for Cornell….None CIT specific
  • Princeton University provided their Project Management Methodology to Cornell in November of 2003. Princeton has over six years of success with their methodology. This was the beginning of the CPMM work here at Cornell. Using the Project Management Body of Knowledge ( PMBOK), the Princeton Methodology was modeled to the Cornell Project Management Methodology (CPMM) Quick Guide and Templates from January 2004 to June 2004. The NYS Office for Technology, Project Management Guidebook was adapted into the CPMM “How To” Guidebook (Detailed) from September 2004 to March 2005. The NYS Office for Technology, Project Management Guidebook Class, Release 2 was adapted for the CPMM Workshop Training materials from September 2004 to March 2005 CPMM was born from material supplied and adapted from Princeton, NYS and PMI
  • This CPMM chart gives you a quick overview of the Project Management Lifecycle. The structure of a project is clearly set forth in the Process Groups, bringing clarity to a complex process.
  • In CPMM we use the terminology Process Groups in order to define the logical grouping of processes throughout a project. Some people may think of these as Phases. However, Phases implies a sequential relationship when, in fact, the Process Groups overlap as we see here in the slide. Note how execution of a project can actually begin even before project initiation is complete. See how planning occurs primarily at the beginning of the project, but continues throughout execution.
  • Provides a basis for assessing overall feasibility of the initiative. It is better to cancel or significantly change the scope/expectations of a project after a high level plan is done, than to charge ahead without adequate planning and cancel a project later into it. Budgets/Resources are at “X”% degree of confidence at this stage.
  • Project Scope can also indicate what is explicitly NOT in scope. This can prevent arguments down the road! Show Templates PIP Template is Appendix 2-1 of the Guidebook (rel 1). The PIP Snapshot version is Appendix 2-2.
  • An example of a major project management deliverable for High Level Planning This is at a high level at this time and during detail planning is decomposed to the level you plan to manage the project
  • Page 50 See light bulb on page 51
  • It is a good idea to identify the person responsible for each item in the Communication Plan.
  • Silence on the part of a stakeholder or sponsor is not agreement/consent!
  • This process usually overlaps with the Execution process. It is always good to have a detailed plan in place for the phase of activities underway while you develop the detailed plan for the next phase's).
  • Develop the product or service that the project was commissioned to deliver Utilizes the plans, schedules, procedures and templates prepared in prior planning sessions Manage the Triple Constraints (Scope, Schedule, Budget) Deliver the Product and gain acceptance
  • Every project is impacted by constraints – restrictions or limitations – that influence the project plan. The three main constraints, referred to in combination as the Triple Constraint , are Budget , Scope , and Schedule . These must be in balance in order for the project to be successful. Budget includes the resources that are available to the project. It can be a limiting factor if, for example, there are not enough people or no one available that has needed skills, or if there are insufficient funds to pay for the project. Scope refers to the requirements, product features and/or specifications and the level of quality. It can be a limiting factor if, for example, a certain level of quality is essential to the acceptance of the product created by the project. The Schedule can be a limiting factor if, for example, the project must be completed by a specific target date.
  • This is the Project Managers role/Project management activities
  • Input to Line manager for performance evaluations
  • First takes you to CU version, then click on CIT version and show the differences Make sure your wireless or Ethernet connections is working first
  • Relay experience from Pilot programs. Set realistic expectations when you start using the methodology. It won’t be perfect the first time. Like anything new, you need to get comfortable with it. Emphasize that Project Management is still an Art and Not a Science.
  • It takes more than an understanding of a project management methodology to ensure a successful project. Every project manager benefits from strength in working with people. These “people skills” can be developed through classes in Team Building Facilitation Coaching and Mentoring Relationship Management Conflict Resolution Communication, and Other Skills
  • Chet
  • See Acronym list for SAM! Tools: MS Project for scheduling SourceForge JIRA for Issues Management RFP going out for Enterprise Wide Time Tracking and Resource Management System Link to internal web site
  • MS Project-TC 3 CD ROM (CBT’s) Skill Soft Lunch and Learns Examples: Wilson Lab Engineering Human Ecology CALS Library Facilities
  • Chet is out for June and July…. Call Linda Gasser

ProjMgmt_CPMM_CCD_May06.ppt ProjMgmt_CPMM_CCD_May06.ppt Presentation Transcript

  • Cornell Project Management Methodology (CPMM) Cornell University Office of Information Technologies Presentation to Cornell Computing Directors, May 10, 2006 Catherine M McNamara, PMP Senior Project Management Consultant E-Mail: [email_address] Phone: 607-255-6956
  • CIT Organization
  • Why did the Project Management (PM) initiative get started at CU?
    • There was a University need
    • Office of Human Resource's (OHR), Organizational Development Services (ODS) was the group charged to address PM by VP of OHR
    • There was an internal CIT need for greater PM expertise and VP OIT agreed to pilot program for the University
    • Large administrative systems implementations would benefit from in house expertise
  • Topics Covered
    • A little history of CIT’s initiative and the Partnership with Organizational Development Services (ODS)
    • Origins and overview of the Cornell Project Management Methodology (CPMM)
    • Walk through the CPMM Web Site
    • Next steps for CIT/OIT
    • Contact Information (ODS)
    • CIT/Project Priority List
  • History
    • 2003 - Systems Management Group (SMG) approved a pilot program - lead by Office of Human Resources, Director of Organizational Development Services, Chet Warzynski
    • Partnered with International Institute for Learning (IIL)
    • Training focus (over 300 people attended Project Management training sessions 2003 / 2004)
  • History
    • CIT / OIT created the Project Management Consulting Practice – hired me in Jan 2004
    • Overall Goal
    • Significantly increase CIT’s project management capabilities, with the ultimate goal of improving the execution of projects to our customers
    • Work in coordination with ODS to develop a Cornell Project Management Methodology and Training Program
    • Foster shared PM culture and language
    • Create a flexible PM methodology
    • Provide Just-In-Time Training for new projects
    • Provide expertise, mentoring and other learning experiences
    • Evaluate automated tools to support PM
    • Evolve a Portfolio Management Process
    Specific Objectives of the CIT Project Mgmt Consulting Practice
  • Project Management Core Working Team – Develop and Pilot CPMM in CIT
    • Teresa Craighead, Academic Technology Services and User Support
    • Donna Taber, Information Systems
    • Tom Theimer, Network and Communication Services
    • Michelle Reynolds, Network and Communication Services
    • Nancy VanOrman, Information Systems
    • Bill Turner, Information Systems
    • Noni Vidal, Academic Technology Services and User Support
    • Erica Jessup, OIT-CIT Admin & Finance
    • Patricia A Nelson, OIT-CIT Admin & Finance
    • Laurie Collinsworth, Systems & Operations
    • Catherine McNamara, OIT
    • Terry Kristensen, Flower-Sprecher Library assisted in developing the CPMM Training Curriculum
  • Project Management Advisory Group
    • Tom Every, Academic Technology Services and User Support
    • Mark Mara, Advanced Technology and Architectures
    • Dave Koehler, Information Systems
    • Vicky Dean, Systems & Operations
    • Sebastian Carello, Academic Technology Services and User Support
    • Sasja Huijts, Network and Communication Services
    • Jim Lombardi, Academic Technology Services and User Support
    • Catherine McNamara, OIT
    • Helen Mohrmann, OIT
    • Rohit Ahuja, OIT-CIT Admin & Finance
    • Chet Warzynski, Organization Development Services
  • Major CPMM Deliverables were developed
    • CPMM Quick Guide
    • CPMM Set of Templates
    • CPMM Guidebook
    • CPMM Training Program
    • These are available university wide on the CPMM Web Site and through training with ODS
  • Origin of CPMM and Guidebook
    • The information in the guidebook was provided to Cornell University at the courtesy of the New York State Office for Technology, copyright 2003.
    • We have edited the text and changed some order to adapt it to Cornell University Project Management Methodology terminology and processes.
    CPMM Princeton University PM Methodology 11/2003 NYS Office for Technology PM Guidebook Release 2 09/04-03/05 CPMM “How To” Guidebook 9/04-03/05 Project Management Body of Knowledge PMBOK CPMM “How To” Workshop 09/04-03/05 Cornell Project Management Methodology CPMM 01/04-06/04 NYS Office for Technology PM Guidebook Class Release 2 09/04/04 Princeton University provided PMM 11/2003 NYS OFT PM Guidebook Release 2 09/2004 Adapted the NYS OFT Guidebook to CPMM Guidebook 9/2004-03/2005 Project Management Body of Knowledge PMBOK Adapted NYS OFT Training Materials for CPMM Workshop 09/2004-03/2005 Adapted PMM to CPMM Quick Guide and Templates 01/2004-06/2004 NYS OFT PM Guidebook Class Release 2 09/04/2004
  • CPMM Overview – Process Groups
    • Project Initiation – Project Charter
    • Project Planning (High Level) – Project Initiation Plan (PIP)
    • Project Planning (Detail Level) – Baseline Plan
    • Project Execution and Control
    • Project Closeout
  •  
  • Project Management Activity Levels Adapted from PMBOK® Guide 2000 Time Finish Start Executing Processes Monitor & Control Project Closeout Planning Processes Project Initiation Level of Activity
  • (1) Project Initiation
    • Purpose:
    • Initiate and evaluate proposed projects
    • Presents the strength of the business case and viability of the solution are evaluated
    • Identifies costs and resources for Project Planning (High Level)
    • Major Deliverable is the Project Charter
  • (2) Project Planning (High Level):
    • Purpose
    • Define the overall parameters of the project
    • Establish the appropriate environment
    • Foundation for future efforts
    • Ensure a commitment to the project
    • Ensure a consistent understanding of the project with key stakeholders
    • Set expectations
    • Identify resources for the overall project
    • Major Deliverable is the Project Initiation Plan (PIP)
  • Project Initiation Plan (PIP)
    • Project Overall Goal, Objectives and Success Criteria
    • Project Scope
    • Project High Level Schedule
    • Assumptions
    • Benefits and Budget
  • Project Initiation Plan (PIP)
    • Governance and Resourcing
    • Management Approaches
    • High Level Risk Plan
    • Produce Project Initiation Plan
  • Work Breakdown Structure (WBS)
    • WBS (Pre requisite for developing the high level schedule)
    • Captures the work of the project that needs to be done, to meet the project objectives (includes Milestones, Deliverables, Tasks, and Activities)
      • The WBS is the cornerstone of Project Planning
  • Project Management Lifecycle and System Development Lifecycle Work Breakdown Structure Project Management Determine Business Requirements Create Future Process Model Reconcile Business Requirements Functional Specification Start up and Orientation System Development Produce User Training Materials Produce Technical Documentation Unit, Integration and System Test Results Conduct Performance Testing Conduct User Acceptance Testing Develop and Test Software Modules System Implementation Updated Supporting Materials Acceptance Test Results Established Acceptance Environment Transition to Steady State Convert Data Deploy System Train Users Definition Project Planning Project Execution and Control Project Initiation System Design Define System Standards Create Physical Environment Produce Technical Specification Create Test Plans Define Technical Architecture System Component Prototypes Data Initialization and Conversion Test Results Project Closeout
  • Stakeholder Identification
    • Anyone who:
      • Is affected by activities or results of a project
      • Can influence, support or resist the outcome
      • Has a personal, financial, or professional interest in the outcome
  • Communication Plan
    • Describes the means by which project communication will occur
    • Must be bi-directional
      • Project Manager receives input from project team and stakeholders
      • Project Manager provides information to team and stakeholders
    • Plan should be reviewed regularly throughout the project
  • Project Governance
    • Manner in which the project will function
    • Accountability framework
    • Usually put in a graphical chart
    • Used when defining issues escalation and scope change process
    • Different than organizational structure
  • Confirm approval to Proceed
    • Present the PIP to Key Stakeholders for validation
    • Gain approval to proceed
    • Signatures are important!
  • (3) Project Planning (Detail Level)-Processes
    • Purpose
    • Refine the plan to the level you plan to manage the project activities
    • Once the detail “Baseline” Plan is complete Change Control begins
    • Project Sponsorship is re-confirmed and provides approval to proceed
  • (4) Project Execution and Control
    • Purpose
    • Develop the product or service that the project was commissioned to deliver
    • Utilizes the plans, schedules, and procedures prepared in prior planning sessions
    • Manage the Triple Constraints (Scope, Schedule, Budget)
    • Deliver the Product and gain acceptance
  • Manage the Triple Constraints Quality Budget Schedule Scope
  • Manage Project Execution
    • Manage Change Control
    • Manage Acceptance of Deliverables
    • Manage Risks and Issues and Escalation
    • Execute Communication Plan
    • Manage Organizational Change
    • Manage the Project Team
    • Manage Project Implementation and Transition Plans
  • (5) Project Closeout
    • Purpose
    • Assess the project and derive any lessons learned and best practices to be applied to future projects
    • Includes
    • Post Implementation Review (Lessons Learned)
    • Perform Administrative Closeout – Final Project Repository
  • CPMM Website
    • Lets take a look at the CPMM Website
      • www.projectmanagment.cornell.edu
  • Why is the Methodology so Important?
    • Provides a roadmap for a consistent, repeatable process
    • Helps project managers’ deal with common problems that occur during projects
    • Provides standardized templates for frequently used documents
    • Clearly defines roles and expectations for all stakeholders and participants
    • Provides a realistic picture of the project and resources committed
  • How does this fit in the big picture?
    • CPMM is one part of a much
    • larger opportunity for personal
    • development:
    • Team Building
    • Coaching and Mentoring
    • Conflict Resolution
    • Communications
    • Facilitation
    • Relationship Management
    • Other Skills
  • Areas of Expertise for a Project Manager
    • Project Management Body of Knowledge
    • Application area knowledge and standards
    • Understanding the project environment
    • General management knowledge and skills
    • Interpersonal skills
  • Any Questions so far?
    • Questions
  • Current PM Activities in CIT and Next Steps
    • Coaching, Mentoring, Training Project Managers and Project Teams
    • Facilitate planning sessions
    • Maintain Project Priority List (working with SAM and SRM) currently 120 open projects
    • Piloted Portfolio Management Process with SRM
    • Evaluating and implementing PM tools
  • Organizational Development Services Offerings
    • Available to all of Campus
    • Quarterly 2 Day Project Management Workshops ($195/person)
    • Custom Project Management Workshops for Tactical Teams (Just In Time Training)
    • Other Training
  • CIT Project List
    • Demo List
  • Where do I get more information?
      • Director, Organizational Development Services Chet Warzynski Office of Human Resources Cornell University 20 Thornwood Drive, Suite 101 Ithaca, NY 14850-1265 607-254-8308 Office [email_address]
      • Linda Gasser Office of Human Resources Cornell University 371 Ives Hall Ithaca, NY 14853-3901 607-254-8387 Office [email_address]