Project Lifecycle and Prioritization Models


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Defining the consulting and project services approach.

In working to form a new departmental fuction and focus on streamlining project management and the project portfolio, Shaun Holloway worked to develop simple models to help the team understand the approaches and the resulting benefits.

This is only the beginning to cultivating a matrix organization with a project management mindset.

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Project Lifecycle and Prioritization Models

  1. 1. Consulting and ProjectServices Approach<br />Project Lifecycle and Prioritization Models Winter2011<br />Office of Information Technology Services <br />
  2. 2. Purpose<br />Vision<br /> <br />To be the hub of strategic thinking, planning, communication, and project management for technology initiatives and resources<br />Mission<br /> <br />To provide consultative support and enhanced visibility of technology-related initiatives in the areas of forecasting, prioritization, solution delivery, and goal achievement<br />
  3. 3. Primary Benefits<br /><ul><li>Streamlined internal process for project in-take, evaluation, prioritization, and management
  4. 4. Integration and coordination of effort
  5. 5. Resource for strategic, budget, and resource planning</li></li></ul><li>Project Lifecycle Model<br /><ul><li>Help see the big picture of how ideas turn into completed projects
  6. 6. Organize the idea in-take, evaluation, and execution process
  7. 7. Gauge progress and through-put metrics
  8. 8. Provide work-flow and resource forecasting data</li></li></ul><li>Project Lifecycle Model<br />Stage 1: Ideation<br />Idea is received<br />Notes are captured<br />Stage 2: Documentation<br />Idea is documented<br />Proposal is created<br />Entered into PPM/pre-scored<br />
  9. 9. Project Lifecycle Model<br />Stage 3: Definition<br />Research and investigation<br />Determination of scope, feasibility, etc.<br />Enough to perform an assessment<br />Most pre-work in charter development is done here<br />
  10. 10. Project Lifecycle Model<br />Gate: Assessment of Strategic Fit<br />Decision to move forward, transform, or combine the idea with another<br />Idea could move through stages 1-3 depending on outcome of assessment<br />
  11. 11. Project Lifecycle Model<br />Stage 4: Decision<br />Idea makes the “bucket list”<br />Idea is scored and prioritized<br />Stage 5: Selection<br />Idea is selected to become a “scheduled project”<br />Further definition of scope, resources, time, etc.<br />
  12. 12. Project Lifecycle Model<br />Stage 6: Execution<br />Project currently running<br />Considered an “active project”<br />Project follows project plan<br />Stage 7: Completion<br />Project closes and is evaluated<br />Added to the completed list<br />
  13. 13. Project Prioritization Model<br />Each project receives a Total Score based on completion of the three components.<br />
  14. 14. Project Prioritization Model<br /><ul><li>Information Technology Goals
  15. 15. Secure and Robust Infrastructure
  16. 16. Outstanding Customer Service
  17. 17. Collaborative and Innovative Learning Environments
  18. 18. Organizational Development
  19. 19. Consolidated Systems and Business Intelligence</li></li></ul><li>Project Prioritization Model<br /><ul><li>Fisher College of Business Goals
  20. 20. Build World-class Academic Departments
  21. 21. Create a Unique, Highly-valued Undergraduate Experience
  22. 22. Embrace “One University”
  23. 23. Integrate Action-based Learning
  24. 24. Tell the Fisher Story</li></li></ul><li>Project Prioritization Model<br /><ul><li>Compliance</li></ul>Is this project required to reach or maintain compliance with policy, law, or accreditation?<br /><ul><li>Financial Impact
  25. 25. What savings or on-going expenses will be incurred within 3 years of implementation.
  26. 26. Complexity
  27. 27. How complex will the solution be to create and/or implement?
  28. 28. Sizing Matrix (work effort)
  29. 29. What is the total estimated work effort involved with the project?</li></li></ul><li>Project Prioritization Model<br /><ul><li>Operational Impact
  30. 30. What is the degree of process and quality improvement changes that will result?
  31. 31. Technology / Process
  32. 32. How familiar is the technology that will be used to deliver this project?
  33. 33. Workgroups
  34. 34. How many functional areas will be involved in this project?
  35. 35. Client Satisfaction
  36. 36. How happy will the client be when the project’s goals and objectives are realized?</li></li></ul><li>Project Prioritization Model<br /><ul><li>Damaged Goodwill</li></ul>How likely is it that undertaking this project will damage the department's relationship with clients?<br /><ul><li>Impact on Other Projects</li></ul>How likely is it that this project will prevent resources from working on other efforts?<br /><ul><li>Learning Curves</li></ul>How likely is it that work effort will be interrupted because of lack of information or subject matter expertise?<br />
  37. 37. Project Prioritization Model<br /><ul><li>Lack of Commitment</li></ul>How likely is it that resources or clients will not devote the necessary time or effort?<br /><ul><li>Post-deployment Support Needs</li></ul>How likely will this project change, complicate processes, or significantly impact service levels?<br /><ul><li>Probably of Benefits Not Realized</li></ul>How likely is it that they desired benefits of this project will be achieved?<br /><ul><li>Human Resource Constraints</li></ul>How likely is it that this project will be interrupted because of inadequate resources?<br />
  38. 38. Project Prioritization Model<br /><ul><li>Unknown Requirements</li></ul>How likely is it that the completion of this project will not meet the requirements or expectations of the client or user?<br /><ul><li>Unknown Impact</li></ul>How likely is it that this project will be interrupted by unexpected or unplanned circumstances?<br /><ul><li>Unknown Expenses</li></ul>How likely is it that this project will be interrupted by unexpected or unplanned expenses?<br />
  39. 39. Project Prioritization Model<br />Projects’ Total Score are all compared with one another to shape the project portfolio.<br />
  40. 40. Project Prioritization Ranks<br />The project portfolio may naturally form the “bell curve” throughout the 0-100 Total Score<br />Projects that score close have similar attributes<br />Where projects typically fall by Total Score:<br />
  41. 41. Project Prioritization Ranks<br />Where projects typically fall by Total Score:<br />
  42. 42. Project Prioritization Ranks<br />Where projects typically fall by Total Score:<br />
  43. 43. Sample Projects List View<br />
  44. 44. Sample Projects Graphic View<br />The Total Score can be represented visually using the 3 components<br />Forms a “dashboard” view of the portfolio<br />
  45. 45. Consulting and ProjectServices Approach<br />Project Lifecycle and Prioritization Models Winter2011<br />Office of Information Technology Services <br />
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