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  1. 1. The CUNY ERP Project Project Management
  2. 2. ERP Project Management <ul><li>Agenda </li></ul><ul><ul><li>Stakeholders of the ERP Project Management Team </li></ul></ul><ul><ul><li>Glossary of Key Project Management Terms </li></ul></ul><ul><ul><li>Key Project Management Requirements of the RFP </li></ul></ul><ul><ul><ul><li>Project Planning </li></ul></ul></ul><ul><ul><ul><li>Scope Management </li></ul></ul></ul><ul><ul><ul><li>Status Reporting </li></ul></ul></ul><ul><ul><ul><li>Issue Management </li></ul></ul></ul><ul><ul><ul><li>Risk Management </li></ul></ul></ul><ul><ul><li>Questions and Answers </li></ul></ul>
  3. 3. Accountable Entities of the ERP PMO E G X A E R T T E N R R Implementation Partner Project Management Office Implementation Partner PMO CUNY ERP PMO Primarily responsible for Project Management activities Provides oversight, adheres to CUNY standards, manages contracts Exeter provides Project Monitoring Services and is CUNY’s independent verification and validation partner Gartner provides independent Quality Assurance services The ERP Project Management Office
  4. 4. Key Project Management Terms <ul><li>Terms such as “Project Management”, “deliverable”, “issue”, “risk” and “milestone” have specific meanings when used in conjunction with project management methodologies. </li></ul><ul><li>Glossary of Key Terms as defined in the RFP </li></ul>Project risk is an uncertain condition that if it occurs can have a positive or negative effect on the project primarily as it relates to Scope, cost and schedule Risks Deliverables are usually hard copies of documents (plans, specs, documents, workbooks, manuals) Deliverables “ A predefined event that marks the completion of a subset of project activities, tasks and deliverables scheduled in the project plan” Milestones “ An event or circumstance that adversely affects the ability of the project to meet is objectives and timelines“ Issues
  5. 5. Project Management Terminology <ul><li>Project Management </li></ul><ul><ul><li>“ PM is the application of knowledge, skills, tools and techniques to project activities to meet project requirements ”(PMBOK, p.8) </li></ul></ul><ul><ul><li>The 5 major elements of a project are </li></ul></ul><ul><ul><ul><li>SCOPE -what are we delivering? </li></ul></ul></ul><ul><ul><ul><li>Schedule – how long will it take to generate the deliverables? </li></ul></ul></ul><ul><ul><ul><li>Quality – to what standard are we generating the deliverables? </li></ul></ul></ul><ul><ul><ul><li>Cost – what resources are needed? How much will the project cost? </li></ul></ul></ul><ul><ul><ul><li>Risk – how confident are we that we can complete the project according to PLAN? </li></ul></ul></ul>
  6. 6. Key Project Management Requirements of the RFP <ul><li>Project Planning </li></ul><ul><ul><li>Project Planning is critical to the success of the CUNY ERP Project. While different methodologies exist, the fundamental project management phases are: Initiation, Planning, Execution, Control and Close </li></ul></ul><ul><ul><li>Planning includes the use of PM tools such as MS Project to record and track the projects tasks and milestones. </li></ul></ul><ul><li>Project Scope Management </li></ul><ul><ul><li>The term that identifies activities that fall outside the scope of the project is defined as “scope creep”. Scope management processes seek to prevent this. When it is determined that elements are necessary to include in the project, a change order process takes affect. </li></ul></ul>
  7. 7. Key Project Management Requirements of the RFP <ul><li>Status Reporting </li></ul><ul><ul><li>Through a predetermined meeting management process project status reporting will include: </li></ul></ul><ul><ul><ul><li>Issues Reporting </li></ul></ul></ul><ul><ul><ul><li>Risk Reporting </li></ul></ul></ul><ul><ul><ul><li>Overall status of the project </li></ul></ul></ul><ul><ul><ul><li>Status of milestones </li></ul></ul></ul><ul><ul><ul><li>Critical Path and deviations </li></ul></ul></ul><ul><ul><ul><li>Project metrics reporting </li></ul></ul></ul><ul><ul><li>The source of the project’s status is derived primarily from the Project Plan, Issues and Risks Logs </li></ul></ul>
  8. 8. <ul><li>Issues Management </li></ul><ul><ul><li>Project issues are typically recorded and tracked according to their severity level: </li></ul></ul><ul><ul><ul><li>High – has immediate and direct impact on project deliverables or project progress </li></ul></ul></ul><ul><ul><ul><li>Medium – may delay or degrade deliverables. Impact may not be immediate but imminent </li></ul></ul></ul><ul><ul><ul><li>Low – issue will degrade project progress but will not prevent the completion of deliverables or progress. </li></ul></ul></ul><ul><ul><li>Issues are not a means to record complaints or dislikes </li></ul></ul><ul><ul><li>Issues must be able to be mapped back to the project </li></ul></ul><ul><ul><li>plan </li></ul></ul>Key Project Management Requirements of the RFP
  9. 9. Key Project Management Requirements of the RFP <ul><li>Risk Management </li></ul><ul><ul><li>Project risk is an uncertain condition that if it occurs can have a positive or negative effect on the project primarily as it relates to Scope, Cost and Schedule </li></ul></ul><ul><ul><li>Elements of Risk Management are: </li></ul></ul><ul><ul><ul><li>Risk Planning </li></ul></ul></ul><ul><ul><ul><li>Risk Identification </li></ul></ul></ul><ul><ul><ul><li>Risk Analysis </li></ul></ul></ul><ul><ul><ul><li>Risk Response Planning </li></ul></ul></ul><ul><ul><ul><li>Risk Monitoring and Control </li></ul></ul></ul>
  10. 10. Questions and Answers