----- Meeting Notes (8/24/11 11:43) -----Limited introduction of myself. Save for later slide when I talk about my professional experience
Upshot: we’re not talking about a groups of devs building one site at a time anymore
Upshot: talent must be carefully allocated across projects to ensure skill coverage and cost-effectiveness while avoiding burnout of key resources
Upshot: Project portfolio management provides the strategy that sets priorities for program management; program management requirements guide project and product management. Order contrasts with future slide showing org evolution…evolves up, but once in place flows down.
Upshot: organization evolves in reverse from PPM framework flow…project/product management happen in isolation, then program begins to manage relationships between projects and make project management smarter, then PPM is introduced to do so strategically and align projects with business objectives…over time, org gets smarter and manages more effectively
Not performing program management does not mean you don’t have a program. It means you are leaving your program unmanaged.
Sales needs to understand the types of projects that fit portfolio strategyResell done projects to improve profits marginsStrategically seek out good matches to portfolio
Re: untested---usability, bugs, effectiveness of features and workflow, etc.
Re: untested---usability, bugs, effectiveness of features and workflow, etc.
*** To tweet prior to slide.
Strategic Management of Multiple Projects (aka Project Whispering)
What we’re talking about Why Drupal needs portfolio project management Management framework and definitions What is program management? What is portfolio project management (PPM)? How is PPM implemented? How does PPM change things? What tools and strategies are available?
Why Drupal needs programand portfolio projectmanagementDrupal is all grown up Entering the enterprise business and government space Increase in the number of projects running concurrently in a given organization
Why Drupal needs programand portfolio projectmanagementDrupal complexity More legacy migrations and multi- platform integrations Projects require more highly skilled, niched talent Necessary talent is harder to find, more expensive, and more difficult to manage and retain
Goals of this sessionProvide a management framework for PPMDiscuss the concepts and effects of program managementIntroduce project portfolio managementExplore options in tools
Management Framework Project Portfolio Management Program ManagementProject and Product Management
Management Act of creating plans and managingFramework resources to accomplish a project. A project is a scheduledProject undertaking for theManagement purpose of creating a product or service. Project Portfolio Management Program ManagementProject and Product Management
Management Responsible for the overall success of aFramework product. Products may consist of multiple projects. Product managersProduct remain to manage theManagement product through the its entire lifecycle. Project Portfolio Management Program ManagementProject and Product Management
Management Act of creating and managing multipleFramework projects. Typically, projects are distinct but related throughProgram dependencies.Management Project Portfolio Management Program ManagementProject and Product Management
Management Management process designed to help anFramework organization sort and prioritize projects to align with business objectives. PPM includes:Project Portfolio Establishment ofManagement project analysis criteria and scoring model Project Portfolio Management Project information acquisition and analysis Sorting and Program Management prioritization of projects on established criteriaProject and Product Management
What is a Program?“A defined set of projects containingcommon dependencies, and/orresources and/or objectives overseen bya Program Manager.”(OpenSDLC.orghttp://opensdlc.org/mediawiki/index.php?title=SDLC_SOP_1000_-_Program_and_Project_Management)
Like it or Not… If you have multiple concurrent projects, you have a program.
The Effective ProgramA collection of projects that worktogether toward a commoncause, a common goal, and acommon purpose, and realizegained benefits for the organization.
Relationship betweenPrograms and Projects Mission/Vision Program Program Program 1 2 3 Project 1 Project 1 Project 1 Project 2 Project 2 Project 2 Project 3 Project 3 Project 4
The Goal End “us vs. everyone else” mentality Coordinate project managers Use project intelligence to make better business decisionsAll parties work together toward common vision and purpose
How Managed ProgramsHelp the OrganizationDirectly support org missionTarget org benefitsCounteract tunnel vision
Risks of Tunnel VisionProject Managers Business Managers Resource stockpiling High revenue/low profit Schedule sandbagging Random diversification Bloated estimates Overpromising Territorial fiefdoms Getting lost in details Ignoring project interactions encourages bad habits and missed opportunities
Why it WorksDefine and document links between projects Shared resources (people, tools and facilities) Risk mitigation activities Project integration management and change control
Avoids…Over or misallocation of resourcesCompetition for resourcesProtectionist behaviorClashing systems and processes
Encourages…“Clean” resource allocationAccurate estimatingRealistic planningIntegrated systems and processes
Project Management Office(PMO)Primary goal: achieve benefits from standardizing and following project management policies, processes and methods Group or department within an organization Defines and maintains standards for project managementUsually based upon one of three models: Project repository Project coaching Enterprise
What’s Wrong with Centralized PMO’s? Creates pool of generic project management experts Tends to result in “hot swapping” PMs and teams Does not allow for specialized expertiseWe want program experts, NOT just general project management experts
The De-Centralized PMO Less emphasis on classical PM experts PMs are embedded in well-defined Programs PM skills align with program projects and business driversConsistently working within programs allows better skills alignment and tighter teams
Project Dependencies Finish to start (FS) – Project B can’t start before A is finished (i.e. Foundation is dug, then concrete is poured) Finish to finish (FF) – Project B can’t finish before A is finished (i.e. Last chapter written before entire book is finished) Start to start (SS) – Project B can’t start before A starts (i.e. Project work started before project management activities started) Start to finish (SF) – Project B can’t finish before A starts (i.e. New shift starts after previous shift finishes)Identifying dependencies is critical to effective resource allocation
Operational Benefits: Project Templates Business Development Contract/Statement of work Kickoff Discovery Sprint 1 (including multiple milestones) Sprint 2 (including multiple milestones) Training QA Launch Post Mortem SupportStandardize project plans & lifecycles to avoid starting from scratch
“the concept of focusing on the selection and management of a set of projects to meet speciﬁc business objectives”“Project Portfolio Management: A view from the management trenches” (http://www.gartner.com/it/content/911400/911412/project_portfolio_ mgmt_excerpt.pdf)
Relationship betweenProjects, Programs andPortfolios Mission/Vision Portfolio 1 Portfolio 2 Operations Program 1 Program 2 Program 1 Program 2 Program 3 Project 1 Project 1 Project 1 Project 1 Project 1 Project 2 Project 2 Project 2 Project 2 Project 2 Project 3 Project 3 Project 3 Project 4
Organizational Impact Move away from traditional organizational hierarchy to work more effectively and align with business objectives Move toward a project-driven culture infused with business goals through programs and portfolios Centralized resource utilization planning and reporting Recruiting and training targeted to each program and/or portfolio’s skill requirements
Project Chartering ModelProvides quantitative model for strategicallyselecting projects to seek out, pitch, and accept Rank opportunities by score Objectively align with business goals by creating business cases for each component project and program Identify high-margin opportunities for reselling existing components Strategically seek out good matches to portfolio by maximizing average project scores Significant impact on organization; especially sales and on-going operations
Key Elements of PPMIdentify business objectivesPrioritize objectivesApply project chartering modelRank projects by chartering scores
Project Chartering ExampleTop Criteria: We want our team to gain D7 experience We need more profits We want to start doing more business in the educational sector We want more repeat business
Sample Scoring Diversification Diversification RepeatPotential Project Profit Potential (technology) (sector) Business Total RatingProject A with D7 4 3 2 0 9Project B atUniversity 2 2 4 2 10Project C withexisting client 4 0 0 4 8Project D with D7and University 2 2 4 3 11 Tally project strength in each criteria area
Selecting a Solution Identify your requirements first Consider options based on requirements Custom build vs. off-the-shelf
Custom buildPros Cons Exactly what you need (in Expensive theory) Time-consuming Full platform control Reinventing the wheel Iteratively create features as needed Untested
Off-the-shelfPros Cons Faster May not meet all your needs Proven solution (in theory) Feature bloat Can be less expensive May be tied to expensive May have ample service contracts documentation “Someone to blame”
Present Solution Realities No present project management application does everything perfectly A buggy centralized solution Decentralized solutions which lack ability to tie together critical information needed for PPM Either way, you need people who: Understand the goals Understand the requirements Are trained on the decided approaches
Rollout of the solutionDaunting challenges How long will it take? How will you know when you are done? Where do you start?
Rollout of the solutionTake a phased approach Judiciously select features Acclimate users gradually Keep processes and tools aligned
Sample Rollout Phasing1. Enter projects and tasks2. Time tracking and timesheets3. Resource management4. Basic portfolios5. Business factors information6. ReportingCan take 6 months or more to implement a working system! Break it into steps and take your time
Final thoughts Project and portfolio management do not have to be subjective. Project and portfolio management have a huge impact on business goals, whether you think about them or not. Don’t be intimidated. It’s not easy, but you can start slow and build in small steps. Take your time and start simple. You have everything to gain by thinking strategically about your project portfolio.