1 State of Michigan Project Management Methodology Orientation November 2005.

1

State of MichiganProject Management Methodology

Orientation

November 2005

2

Objectives

• Define methodology

• Present business case and benefits of a project methodology

• Describe purpose of the State’s Project Management Methodology

• Preview State of Michigan Project Management Methodology

• Answer questions regarding Project Management at the State

3

Methodology Defined

• “The science of method, or orderly arrangement” – Webster

• “A system of practices, techniques, procedures, and rules used by those who work in a discipline” – PMBOK

4

• Today’s business environment is unforgiving

• Customers have higher expectations, seek increased time efficiencies, and demand ‘quantum’ performance improvements

• IT projects are not historically tied to business success--information oriented; least PM mature

• IT efforts need documented path and procedures to better manage and control projects

• Project methodologies offer proven techniques to manage scope, cost, and task execution

Business Case for PM Methodology

5

• Higher project management maturity leads to better project management

• A positive correlation exists between higher project management maturity and cost and schedule performances

• An established and systematic approach to PM has been proven to improve IT project success to greater than 34% (industry average)--improved quality is recognized

Benefits of Project Management

6

• “To provide a comprehensive set of procedures and techniques to the State's project managers ‘to ensure high-quality and repeatable results.’ “

Purpose of SOM PM Methodology

7

State of MichiganProject Management Elements

• Project Management Methodology, Project Management Training, Project Scheduling Tool Expertise, and the Project Management Center of Excellence establish the key elements of the State of Michigan project management support infrastructure.

8

State of MichiganMethodology Goals

• Assist in the managing and monitoring of the State of Michigan’s government agencies Information Technology (IT) projects.

• Provide for, and institutionalize, formal project management practices into all areas of State government.

9

Project Management Methodology

• The State of Michigan Methodology is the foundation for building and identifying the types of procedures needed.

• The PM methodology document describes project phases and processes to be accomplished.

• The methodology is driven by the use of templates that guide the user through processes necessary to complete activities.

• The methodology grows with maturity.

10

Methodology Levels

Phases

Processes

Templates

11

Phases of the PMM• The Project Management Methodology and its phases:

• Phases provide the framework for the methodology (PMBOK aligned).

Initiation Planning

Control Execution

Closeout

12

PMM and PMBOK

Initiation Planning

Control Execution

Closeout

Project Management Phases

IntegrationManagement

ScopeManagement

ProcurementManagement

TimeManagementRisk

Management

CostManagement

CommunicationsManagement

Human ResourceManagement

QualityManagement

Knowledge Areas

13

PMM phases and SDLC components

Initiation Phase Closeout Phase

Le

ve

l o

f E

ffo

rt

M aintenanceFeasib ility

Execution PhasePlanning Phase

Time

Requirem entsDefinition

Design

Developm ent

T estSpecifications

Im plem ent

System Developm ent Life Cycle

Control Phase

Project M anagem ent Phases

14

Project Management versus System Development Life Cycle

• Project Management defines the general function of managing the project from initiation to closeout.

• System Development Life Cycle defines the function of managing the product from inception to implementation and maintenance.

15

Project Phase overlap

Initiation

Planning

Execution

ControlClosing

TIME

LevelOf

Activity

ProjectStart

ProjectFinish

Overlap of Phases in the Project Life Cycle

16

PMM Processes

• Processes provide the “how to” of working ‘inside’ of the framework.

• The Project Management Methodology document describes the processes in detail.

17

PMM Templates

• Templates are the deliverables of the processes and thereby establish standardization for project activities.

• Templates integrate the methodology into the everyday project environment being conducted at the State of Michigan.

Execution

Planning

Closeout

Initiation

Control

18

PMM Templates

• Customizable documents that allow for the insertion of dictated information in an organized manner.

19

History of PMM

• 1999 Need for PMM approved• 1999 – Specifications Development• Early 2000 – RFP / Procurement Process• May 2000 – PMM Release 1• May 2001 – PMM Release 2• May 2003 – PMM Express Release 1• December 2004 – PMM Release 3• October 2005 – PMM Express Release 2

20

State of MichiganProject

Management Methodology

A system of standard methods and guidance to ensure that projects are conducted in a disciplined, well-

managed, and consistent mannerSoft Copies available at www.michigan.gov/projectmanagement

and click on the PM Methodology page

21

PMM Templates

• Project Concept Document

• Business Case

• Project Charter

• Project Plan

• WBS

• Resource Plan

• Risk Management Plan

• Quality Plan

• Communications Plan

• Change Management Plan

•Budget Estimate

•Planning Transition Checklist

•Project Status Report

•Project Change Request

•Project Issue Document

•Post Implementation Eval Report

•Active Project Transition

•Lessons Learned

•PMM Feedback

Consists of 19 Templates

22

PMM Express

An adaptation of the State’s Project Management Methodology (PMM) to

smaller, non-complex projectsSoft Copies available at www.michigan.gov/projectmanagement

and click on the PM Methodology page

23

PMM Express Templates• Consists of Seven Templates

– Project Charter– Project Plan– Project Status Report– Project Change Request– Project Issue Document– Post Implementation Evaluation Report (PIER)– Lessons Learned

Lessons Learned

24

PMM ExpressWorkflow Diagram

Develop Project Purposeand Objectives

Develop Project Scopeand Critical Success

Factors

Perform High-LevelProject Planning

Activities

Determine Roles &Responsibilities and

Project Authority

Determine ManagementCheckpoints and

Evaluation Criteria

CompleteProject Charter

Document

ProjectCharter

Approval

Determine ProjectApproach

Determine PotentialRisks, their Probablility ofOccuring and Impact onthe Project if they Occur

Develop CommunicationStrategy

Develop Budget Estimate

Develop Quality Strategy

Develop Resource Plan

CompleteProject PlanDocument

Project PlanApproval

Execute Project PlanComponents

Issue Documents as needed

ProjectDeliverables

Complete

ExecutionPlanningInitiation Closeout

ProjectComplete

Complete PostImplementation

Evaluation Report,including Project Sign-Off

DocumentCustomer

ExpectationManagement

DocumentLessons Learned

Control

CompleteStatus Reports

Change Control Requests as needed

Develop ProjectSchedule

Maintain ProjectSchedule

ProjectStart

Develop WorkBreakdownStructure

25

Initiation Phase

• The Project Initiation Phase is the conceptual element of project management.

• The purpose of the Initiation Phase is to specify what the project should accomplish and to gain management approval.

Execution

Planning

Closeout

Initiation

Control

26

Initiation Progression

Initiation Phase Documents

Project Concept

Document

Project Charter Planning

Phase

Initiation

Business Case

27

Project Charter Highlights

• Project Objectives

• Project Scope

• Critical Success Factors

• High-Level Project Planning Estimates

• Roles & Responsibilities

• Project Authority

• Management Checkpoints

28

Project Charter Approval• Gives the go-ahead (approval) to

expend resources on this project• Obtaining signatures assigns

responsibility!

29

Planning PhaseExecution

Planning

Closeout

Initiation

• The purpose of the Project Planning Phase is to establish requirements, define tasks, build schedules, assess risks, institute quality standards, describe deliverables, develop costs, and to document the work organization.

• The process entails the identification of the ‘proper’ needs and structure for organizing and managing the project.

Control

*Note: Some Control activities occur in the Planning Phase.

30

Planning Progression Planning

Control

Facilitating Processes

Core Processes

ExecutionPhase

ProjectPlan

Objectivesand

Scope

WorkBreakdownStructure

ActivityDefinition

andSequencing

ResourcePlanning

BudgetPlanning

ProjectSchedule

Development

FacilitatingProcesses

ProcurementManagement

Planning

CommunicationsManagement

PlanningRiskManagement

Planning

ChangeManagement

Planning

QualityManagement

Planning

31

Developing a Project NotebookContents:• Project Charter• Work Breakdown Structure• Project Schedule• Resource Management Plan• Risk Management Plan• Quality Management Plan• Communication Plan• Change Management Plan• Project Status Reports• Project Successes and Lessons Learned• Any other documents that the project manager feels are

important enough to include

32

Scope Input Boundaries

Provide

Modify

Purchase

Acquire

Identify

TrainOversee

Promote

RecruitAssumptions

and Constraints

SCOPE...defines a project’s place in a larger scenario

Planning

Control

33

Communication

COMMUNICATION PLAN…foundation strategy for getting the right

information to the right people

Define information

needs

Identify people who

need information

Communicate information

needs

Planning

Control

34

Develop Communication Strategy

• Defines the information needs of the project stakeholders and the project team by documenting what, when, and how the information will be distributed.

35

Risk Management

Response Development

Risk EventControl

RISK MANAGEMENT…systematic means of managing uncertainty

RiskIdentification

Planning

Control

36

Documenting Risks• Identify Potential Risks that may affect (both positively

and negatively) Budget, Scope or Schedule

• Estimate their Probability of Occurring and their Impact on the project if they occur

• Develop Mitigation Strategies for high risks

37

Quality Management

Quality Planning

Quality Assurance

Quality Control

Identify Evaluate Monitor

QUALITY MANAGEMENT…means to ensure project will satisfy needs

Planning

Control

38

Develop Quality StrategyHow is quality being addressed on the project?• Deliverable Acceptance Criteria

– Describe Acceptance Criteria for deliverables as they are turned over to the customer

• Applicable QA Activities – Define applicable Quality Assurance activities for the project

including test and acceptance processes and documentation

39

WBS Process Flow

WBS Development Process

WORK BREAKDOWN STRUCTURE…identifies all the tasks in a project

Develop High-Level

WBS

Assign High-Level

ResponsibilityDecompose

WBS

Assign Responsibility

to Elements

Create WBS

Dictionary

Review & Approve

WBSBaseline

WBS

Planning

Control

40

Project Plan Signoff

Signature meaning:

• Commitment, not a guarantee.

41

Execution and ControlPhases Execution

Planning

Closeout

Initiation

Control

• These interactive phases deal with theactual development of the project ‘product’.

• Project Execution focuses on participating in, observing, and analyzing work being done.

• Project Control manages processes in order to compare actual to planned performance and takes corrective action when differences exist.

42

Status

STATUS…means by which the team and management is

informed of project progressS

cope

Cos

t

Sch

edul

e

Qua

lity

Ris

k

Tim

e

Project Elements

Status of Phase I

Status of Phase II

Current Status

ExecutionControl

43

Project Status Reports

44

Issue Management

45

Change Control

CHANGE CONTROL…identification and management of project changes

Change Identified

Team Evaluation

Committee Review

PlansUpdated

Change Approved

Change Implemented

ExecutionControl

46

Change Control Request Template

• General Information (all templates have this section!)

• Requestor Information• Initial Review Results

– to move forward with an Impact Analysis

• Initial Impact Analysis• Impact Analysis Results• Signatures (Signoff!)

47

Perform Other Project Control Functions

• Scope Control• Quality Control• Schedule Control• Cost Control• Risk Control• Contract Administration, if applicable

48

Closeout Phase

• The Project Closeout Phase involves the administrative and financial efforts needed to close out a project. The product is also transferred to the customer.

Execution

Planning

Closeout

Initiation

Control

*Note: Some Control activities occur in the Closeout Phase.

49

Post Implementation Evaluation Report• A Post Implementation Evaluation

Report documents successes and failures of the project.

• It provides a historical record of the planned and actual budget schedule.

• The report contains recommendations for other projects of similar size and scope.

• The report documents valuable lessons learned.

Closeout

Control

50

Obtain Project Sign-Off

• Meet with stakeholders to get their final approval of the project– They are the reason for the project existing in

the first place– Their approval signals the project’s completion!

51

In Summary

• What is methodology

• Justification and benefits of a project methodology

• Purpose of the State Project Management Methodology

• How does the State Project Management Methodology work?

52

Methodology

• The techniques, procedures, and means through which work gets accomplished (i.e., phases, processes, templates)

53

Why a Project Management Methodology?

• Today’s work: tighter budgets, less time, fewer resources.

• Higher customer and user expectations for quality demand on organized approach.

• Need a documented path and procedures to control and manage project risk and change.

54

“…provides standard methods and guidelines to ensure that projects are conducted in a disciplined, well-managed, and consistent manner that promotes the delivery of quality products and results in projects that are completed on time and within budget.”

What does the State’s Methodology do?

55

How does the Methodology work?

• Establishes a clearer work definition.

• Develops a more accurate project schedule and cost determination.

• Defines expected work packages.

• Displays when work is in trouble.

• Creates a plan to ensure work is completed on time.

• Determines status of work budgets.

56

Additional Efforts Under Way

State Unified Information Technology Environment (SUITE)

• Bringing MDIT to CMM Level 3

• Standardizing PM, SDLC, CM, QA into one Framework/Model

• Multi-year initiative

57

Project Management Resource CenterMichigan Department of Information Technology

Web site: www.michigan.gov/projectmanagement

Email: [email protected]

58

Questions??

Dan Buonodono

517-335-5099

[email protected]