The Princeton Project OfficePresentation Transcript
Project Management: A Critical Skill for Princeton Presented by Hetty Baiz Princeton Project Office OIT, Princeton University
Success and failure is no longer within the total control of that project.
What’s A Project?
What’s A Project?
Business and/or technical objectives
Is made up of
Defined processes & tasks
Will run for
Set period of time
Has a budget
Resources and $’s
What is Project Success?
What is Project Success? The 'Golden Triangle' of Project success occurs when we have: and Objectives Time Cost Project Success A delighted client (expectations met) Delivered the agreed objectives Met an agreed budget - $, resources etc. Within an agreed time frame Done it all professionally & without killing the team
Why Do Projects Fail?
No risk or issues management
Lack of commitment and responsibility by stakeholders
Who Are Stakeholders? Project Academic & Business Units Outside Groups (Vendors) Team Members Information Technology Steering Committee Clients & Users Senior Mgmt Interdependent Projects
Project Management A Maturity Model seat of the pants Success rate less than 30% aware e Success rate of 30 to 45% Success rate of 45 to 75% Success rate better than 75% best practice best practice competent seat of pants aware aware
Seat of Pants
Projects happen without correct initiation
Planning is insufficient
Benefits are unknown
There is often inadequate buy-in
Communication is poor
Interdependencies are not managed
Standards, if any, are poorly defined or unenforced.
Seat of pants Success rate less than 30%
Projects are formally initiated & plans endorsed but with varying standards and few disciplines
Methodology has been introduced
Stakeholders support projects overall
The number of projects is rationalized
Projects are explicitly associated with business planning
aware Success rate of 30 To 40%
Methodology and standards are well established and supported
Stakeholders understand and accept roles
Discrete measures support good management
Projects are set up and managed end-to-end
Risks are clearly defined and controlled
competent Success rate of 45 To 75%
Improvement programs are formal
Good measurement enables optimization
Level of confidence sees organization taking on high risk projects successfully
Respect and support of projects and project managers
best practice Success rate better than 75%
Why Should We Care?
To Increase the likelihood that projects will :
be done on time and within budget
meet people’s expectations
be done well
Project Office Mission
To enable the successful implementation of OIT initiatives in a way that establishes a project management culture so that we deliver projects on time, within budget and with expected results.
Define a Princeton Project Management Methodology (PPMM)