Project Management. Joycelyn M. Ray HCC Insurance Holdings SCCE- Chicago 9/08

Transcription

1 Project Management Joycelyn M. Ray HCC Insurance Holdings SCCE- Chicago 9/08 Society of Corporate Compliance and Ethics 6500 Barrie Road, Suite 250, Minneapolis, MN 55435, United States or Workshop Agenda Identify reasons that some projects fail. Key Definitions Analyze the Project Management Cycle Questions and Best Practices or

2 Why Some Projects Fail or Top Reasons Why Some Projects Fail Project sponsors not committed to the objective. Some projects do not meet the strategic vision of the company. Projects are started for the wrong reasons. Staffing is a reason for failure Incomplete project scope. Project plan that is non-existent, out of date, incomplete or poorly constructed and just not enough time and effort spent on project planning or

3 Top Reasons Why Some Projects Fail Project value management is not put into practice to evaluate baseline cost agreed during baseline transfer against actual costs spent at any given time. Insufficient funding, and incorrect budgeting. No formal project management methodologies and best practices aligned to the company's specific needs are used to assist project performance. Not all projects are going through a formal signed off process using a proper post mortem process to determine lessons learned and to build their own reference model for future use or What Is Project Management? or

4 Project Management Defined Methodical approach to planning and guiding project processes from start to finish. According to the Project Management Institute, the processes are guided through five stages: initiation, planning, executing, controlling, and closing. Project management can be applied to almost any type of project and is widely used to control the complex processes of software development projects or Key People in PM Process Project Sponsor- Executive responsible for the strategic direction of a project. Should have the authority to define project goals, secure resources, and resolve organizational and priority conflicts. Multiple studies indicate a direct correlation between the lack of project sponsorship and project failure or

5 Key People Project Manager (PM) Individual responsible for managing a project. Project Team full-time and part-time resources assigned to work on the deliverables of project, and achieve the project objectives within the budget, timeline and quality expectations Inform the Project Manager of issues, scope changes, risk and quality concerns Proactively communicating status and managing expectations or Project Management Key Terms Project Objectives Project scope expressed in terms of outputs, required resources and timing. Project Budget The amount and distribution of money allocated to a project. Project Plan Guides both project execution and control by documenting planning assumptions and decisions, facilitating communication among stakeholders, and documenting approved scope, cost, and schedule. Project Schedule Planned dates for performing activities and the planned dates for meeting milestones. Project Scope Work that must be done to deliver a product with the specified features and functions or

6 Project Management Cycle or Project Management Cycle or

7 Initiation The initiation stage should include a cohesive plan that encompasses the following areas: Study analyzing the business needs in measurable goals. Review of the current operations. Conceptual design of the operation of the final product. Equipment requirement. Financial analysis of the costs and benefits including a budget. Select stake holders, including users, and support personnel for the project. Develop project charter including costs, tasks, deliverables, and schedule or Project Charter Components Project Mission Project Scope Project Objectives Project Assumptions Project Constraints Milestones Project Risks Stakeholders Signature Page Granting Authority to Proceed or

8 Planning and Design Results of the design stage should include a product design that: Satisfies the project sponsor, end user, and business requirements. Functions as it was intended. Can be produced within quality standards. Can be produced within time and budget constraints or The Triple Constraint Time Cost Quality/Scope OR, IN PLAIN ENGLISH Fast Cheap Good or

9 Triple Constraint Trade-Offs Time Cost Quality/Scope Constraint Change Required Adjustment Alternatives (One or Combination of Both) Shorter Time Higher Cost Reduced Quality or Narrowed Scope Reduced Cost More Time Reduced Quality or Narrowed Scope Higher Quality or Increased Scope More Time Higher Cost or Risk Identification Worksheet Enter risk Scenario (how an event could jeopardize project outcome). Rate probability, impact, and degree of control using rating scale of: 1 = Low 2 = Medium 3 = High Compute risk index using formula: Risk Index = If possible, enter financial impact Determine actions to take: Ignore (do nothing) Eliminate (sidestep) Manage Probability * Impact Control For managed risks, indicate mitigations and contingencies and assign risk manager. Log actions taken as they occur. Risk Identification Worksheet Scenario: Probability Impact Control Index Financial Impact: Action to be Taken: Ignore Eliminate Manage Mitigations: Contingencies: Manager of This Risk: Actions Taken Action: Date: or

10 Executing Involves coordinating people and resources, as well as integrating and performing the activities of the project in accordance with the project management plan. Deliverables are produced as outputs from the processes performed as defined in the project management plan or Communication Made Simple The Two-Floor Rule Every stakeholder should receive information at just the right level of detail for him or her. High-level managers won t want to see all the gory details of the project. Your team members need to see a great deal more. If your level of reporting is appropriate, and one of your stakeholders steps into the elevator and asks about the status of the project, you should be able to brief him or her by the time the elevator stops two floors away or

11 And Don t Forget Constraint Measurement Time Building must be completed by October 31 of this year to accommodate corporate move Cost Costs for the project must not exceed $22.5 Million Must Provided Workspace for 120 call Quality/Scope center staff or Monitoring and Controlling Measures ongoing project activities (where we are); Monitors the project variables (cost, effort,...) against the project management plan and the project performance baseline (where we should be); Identifies corrective actions to properly address issues and risks (How can we get on track again); Influences the factors that could circumvent integrated change control so only approved changes are implemented Provides feedback between project phases, in order to implement corrective or preventive actions to bring the project into compliance with the project management plan or

12 Closing Closing phase consists of two parts: Close project: to finalize all activities across all of the process groups to formally close the project or a project phase Contract closure: necessary for completing and settling each contract, including the resolution of any open items, and closing each contract applicable to the project or a project phase or Post Project Review POST-PROJECT REVIEW Project Name: Overall Evaluation of the Project What was the overall mission of the project? Provide a short description based on your understanding of the project. All in all would you say that the project was successful? Why or why not? How close was the project to meeting its scheduled completion date? How close was the project to being completed within budget? Did the project meet its final stated objectives? Why or why not? or

13 Post-Project Review (continued) Project Management Issues Did the project have a sponsor? If so, what was his or her role during the project? What tools and techniques were used in planning and tracking the project? Did the scope of the project change after the project was underway? If so, what was the overall impact of the change of scope? How were changes approved? How was project status communicated during the course of the project? How were risks managed for the project? Were they identified ahead of time? Did any unforeseen occurrences hinder the progress of the project? At the end of the project, was there a formal review of lessons learned or any sort of review similar to the one used here? or Stakeholders Report/Celebration Communicate results Pinpoint successes Propose maintenance/corrective measures if needed share contributing success factors present plans for corrective action Sharpen the Saw for future project best practices Celebrate successes!!!! or

14 Continuous Improvement Lessons Learned Project Initiation Definition Planning Implementation Closure or Questions? or