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Strategic Management of Multiple Projects (aka Project Whispering)

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Nicole Lind introduces the concepts surrounding program and project management as they relate to enterprise Drupal projects (As Treehouse Agency)

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Strategic Management of Multiple Projects (aka Project Whispering)

  1. 1. StrategicManagement ofMultiple Projectsaka “Project Whispering” By Nicole Lind SVP, Treehouse Agency nlind@treehouseagency.com
  2. 2. 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?
  3. 3. 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
  4. 4. 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
  5. 5. Goals of this sessionProvide a management framework for PPMDiscuss the concepts and effects of program managementIntroduce project portfolio managementExplore options in tools
  6. 6. ManagementFramework
  7. 7. Management Framework Project Portfolio Management Program ManagementProject and Product Management
  8. 8. 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
  9. 9. 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
  10. 10. 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
  11. 11. 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
  12. 12. ProgramManagement
  13. 13. Understanding ProgramManagementDefining Program ManagementProject Management Office (PMO)DependenciesProject Templates
  14. 14. What it Is
  15. 15. 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)
  16. 16. Like it or Not… If you have multiple concurrent projects, you have a program.
  17. 17. The Effective ProgramA collection of projects that worktogether toward a common cause,a common goal, and a commonpurpose, and realize gained benefitsfor the organization.
  18. 18. 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
  19. 19. Grouping projects intoprogramsChronological orderLogical program phasesTechnology usedOther logical grouping Resource availability Scheduling Etc.
  20. 20. What it Does
  21. 21. 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
  22. 22. How Managed ProgramsHelp the OrganizationDirectly support org missionTarget org benefitsCounteract tunnel vision
  23. 23. 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
  24. 24. Why it WorksDefine and document links between projects Shared resources (people, tools and facilities) Risk mitigation activities Project integration management and change control
  25. 25. Avoids…Over or misallocation of resourcesCompetition for resourcesProtectionist behaviorClashing systems and processes
  26. 26. Encourages…“Clean” resource allocationAccurate estimatingRealistic planningIntegrated systems and processes
  27. 27. The ProjectManagementOffice (PMO)
  28. 28. 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
  29. 29. 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
  30. 30. 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
  31. 31. 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
  32. 32. 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
  33. 33. Project PortfolioManagement (PPM)
  34. 34. “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)
  35. 35. 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
  36. 36. 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
  37. 37. 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
  38. 38. Key Elements of PPMIdentify business objectivesPrioritize objectivesApply project chartering modelRank projects by chartering scores
  39. 39. 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
  40. 40. 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
  41. 41. Tool Selection
  42. 42. Selecting a Solution Identify your requirements first Consider options based on requirements Custom build vs. off-the-shelf
  43. 43. Custom buildPros Cons Exactly what you need (in  Expensive theory)  Time-consuming Full platform control  Reinventing the wheel Iteratively create features as needed  Untested
  44. 44. 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”
  45. 45. Off-the-shelf optionshttp://en.wikipedia.org/wiki/Comparison_of_project_management_software
  46. 46. 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
  47. 47. Tool Example
  48. 48. Rollout of the solutionDaunting challenges How long will it take? How will you know when you are done? Where do you start?
  49. 49. Rollout of the solutionTake a phased approach Judiciously select features Acclimate users gradually Keep processes and tools aligned
  50. 50. 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
  51. 51. 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.
  52. 52. Thank youQuestions?

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