ProjMgmt_CPMM_CCD_May06.ppt

Cornell Project Management Methodology (CPMM)


Cornell UniversityOffice of Information Technologies

Presentation to Cornell Computing Directors, May 10, 2006

Catherine M McNamara, PMP

Senior Project Management Consultant

E-Mail: [email protected]

Phone: 607-255-6956


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CIT Organization


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Why did the Project Management (PM) initiative get started at CU?

• There was a University need

• Office of Human Resource's (OHR), Organizational Development Services (ODS) was the group charged to address PM by VP of OHR

• There was an internal CIT need for greater PM expertise and VP OIT agreed to pilot program for the University

• Large administrative systems implementations would benefit from in house expertise


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Topics Covered

• A little history of CIT’s initiative and the Partnership with Organizational Development Services (ODS)

• Origins and overview of the Cornell Project Management Methodology (CPMM)

• Walk through the CPMM Web Site

• Next steps for CIT/OIT

• Contact Information (ODS)

• CIT/Project Priority List


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History

2003 - Systems Management Group (SMG) approved a pilot program - lead by Office of Human Resources, Director of Organizational Development Services, Chet Warzynski

• Partnered with International Institute for Learning (IIL)

• Training focus (over 300 people attended Project Management training sessions 2003 / 2004)


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History

CIT / OIT created the Project Management Consulting Practice – hired me in Jan 2004

Overall Goal• Significantly increase CIT’s project management capabilities,

with the ultimate goal of improving the execution of projects to our customers

• Work in coordination with ODS to develop a Cornell Project Management Methodology and Training Program


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• Foster shared PM culture and language

• Create a flexible PM methodology

• Provide Just-In-Time Training for new projects

• Provide expertise, mentoring and other learning experiences

• Evaluate automated tools to support PM

• Evolve a Portfolio Management Process

Specific Objectives of the CIT Project Mgmt Consulting Practice


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Project Management Core Working Team – Develop and Pilot CPMM in CIT

• Teresa Craighead, Academic Technology Services and User Support• Donna Taber, Information Systems• Tom Theimer, Network and Communication Services• Michelle Reynolds, Network and Communication Services• Nancy VanOrman, Information Systems• Bill Turner, Information Systems • Noni Vidal, Academic Technology Services and User Support• Erica Jessup, OIT-CIT Admin & Finance• Patricia A Nelson, OIT-CIT Admin & Finance• Laurie Collinsworth, Systems & Operations • Catherine McNamara, OIT

Terry Kristensen, Flower-Sprecher Library assisted in developing the CPMM Training Curriculum


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Project Management Advisory Group

• Tom Every, Academic Technology Services and User Support• Mark Mara, Advanced Technology and Architectures • Dave Koehler, Information Systems• Vicky Dean, Systems & Operations • Sebastian Carello, Academic Technology Services and User Support• Sasja Huijts, Network and Communication Services• Jim Lombardi, Academic Technology Services and User Support• Catherine McNamara, OIT• Helen Mohrmann, OIT• Rohit Ahuja, OIT-CIT Admin & Finance• Chet Warzynski, Organization Development Services


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Major CPMM Deliverables were developed

• CPMM Quick Guide

• CPMM Set of Templates

• CPMM Guidebook

• CPMM Training Program

These are available university wide on the CPMM Web Site and through training with ODS


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Origin of CPMM and Guidebook

The information in the guidebook was provided to Cornell University at the courtesy of the New York State Office for Technology, copyright 2003. We have edited the text and changed some order to adapt it to Cornell University Project Management Methodology terminology and processes.

PrincetonUniversity

PM Methodology

11/2003

NYS Office for TechnologyPM Guidebook

Release 209/04-03/05

CPMM “How To” Guidebook9/04-03/05

Project Management Body of Knowledge

PMBOK

CPMM “How To” Workshop

09/04-03/05

Cornell Project Management Methodology

CPMM01/04-06/04

NYS Office for Technology

PM Guidebook ClassRelease 209/04/04

PrincetonUniversity

provided PMM11/2003

NYS OFT PM Guidebook Release 209/2004

Adapted the NYS OFT Guidebook

to CPMMGuidebook

9/2004-03/2005

Project Management Body of Knowledge

PMBOK

Adapted NYS OFTTraining Materials

for CPMM Workshop

09/2004-03/2005

Adapted PMM to CPMM

Quick Guide and Templates

01/2004-06/2004

NYS OFT PMGuidebook Class

Release 209/04/2004

CP

MM


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CPMM Overview – Process Groups

1. Project Initiation – Project Charter

2. Project Planning (High Level) – Project Initiation Plan (PIP)

3. Project Planning (Detail Level) – Baseline Plan

4. Project Execution and Control

5. Project Closeout


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Project Management Activity Levels

Time

FinishStart

ExecutingProcesses

Monitor & Control Project

Closeout

PlanningProcesses

Project Initiation

Lev

elo

f A

ctiv

ity

Adapted from PMBOK® Guide 2000


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(1) Project Initiation

Purpose:• Initiate and evaluate proposed projects

• Presents the strength of the business case and viability of the solution are evaluated

• Identifies costs and resources for Project Planning (High Level)

Major Deliverable is the Project Charter


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(2) Project Planning (High Level):

Purpose• Define the overall parameters of the project• Establish the appropriate environment• Foundation for future efforts • Ensure a commitment to the project• Ensure a consistent understanding of the project with key

stakeholders• Set expectations• Identify resources for the overall projectMajor Deliverable is the Project Initiation Plan (PIP)


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Project Initiation Plan (PIP)

• Project Overall Goal, Objectives and Success Criteria

• Project Scope

• Project High Level Schedule

• Assumptions

• Benefits and Budget


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Project Initiation Plan (PIP)

• Governance and Resourcing

• Management Approaches

• High Level Risk Plan

• Produce Project Initiation Plan


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Work Breakdown Structure (WBS)

WBS (Pre requisite for developing the high level schedule)

• Captures the work of the project that needs to be done, to meet the project objectives (includes Milestones, Deliverables, Tasks, and Activities)

The WBS is the cornerstone of Project Planning


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Project Management Lifecycle and System Development LifecycleProject Management Lifecycle and System Development LifecycleWork Breakdown StructureWork Breakdown Structure

Project Management

Determine Business

Requirements

Create Future Process Model

Reconcile Business

Requirements

Functional Specification

Start up and Orientation

System Development

Produce User Training Materials

Produce Technical

Documentation

Unit, Integration and System Test Results

Conduct Performance

Testing

Conduct User Acceptance

Testing

Develop and Test Software

Modules

System Implementation

Updated Supporting Materials

Acceptance Test Results

Established Acceptance Environment

Transition to Steady State

Convert Data

Deploy System

Train Users

Definition

Project Planning

Project Execution and Control

Project Initiation

System Design

Define System Standards

Create Physical Environment

Produce Technical

Specification

Create Test Plans

Define Technical

Architecture

System Component Prototypes

Data Initialization and

Conversion Test Results

Project Closeout


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Stakeholder Identification

• Anyone who:» Is affected by activities or results of a project» Can influence, support or resist the outcome» Has a personal, financial, or professional interest

in the outcome


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Communication Plan

• Describes the means by which project communication will occur

• Must be bi-directional » Project Manager receives input from project team and

stakeholders

» Project Manager provides information to team and stakeholders

• Plan should be reviewed regularly throughout the project


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Project Governance

• Manner in which the project will function

• Accountability framework

• Usually put in a graphical chart

• Used when defining issues escalation and scope change process

• Different than organizational structure


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Confirm approval to Proceed

• Present the PIP to Key Stakeholders for validation

• Gain approval to proceed

• Signatures are important!


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(3) Project Planning (Detail Level)-Processes

Purpose

• Refine the plan to the level you plan to manage the project activities

• Once the detail “Baseline” Plan is complete Change Control begins

• Project Sponsorship is re-confirmed and provides approval to proceed


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(4) Project Execution and Control

Purpose• Develop the product or service that the project

was commissioned to deliver• Utilizes the plans, schedules, and procedures

prepared in prior planning sessions• Manage the Triple Constraints (Scope, Schedule,

Budget)• Deliver the Product and gain acceptance


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Manage the Triple Constraints

QualityQuality

Budget

Schedule

Scope


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Manage Project Execution

• Manage Change Control

• Manage Acceptance of Deliverables

• Manage Risks and Issues and Escalation

• Execute Communication Plan

• Manage Organizational Change

• Manage the Project Team

• Manage Project Implementation and Transition Plans


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(5) Project Closeout

Purpose

• Assess the project and derive any lessons learned and best practices to be applied to future projects

Includes

• Post Implementation Review (Lessons Learned)

• Perform Administrative Closeout – Final Project Repository


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CPMM Website

• Lets take a look at the CPMM Website

www.projectmanagment.cornell.edu


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Why is the Methodology so Important?

• Provides a roadmap for a consistent, repeatable process • Helps project managers’ deal with common problems that

occur during projects• Provides standardized templates for frequently used

documents• Clearly defines roles and expectations for all stakeholders and

participants• Provides a realistic picture of the project and resources

committed


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How does this fit in the big picture?

CPMM is one part of a muchlarger opportunity for personal development:• Team Building• Coaching and Mentoring• Conflict Resolution• Communications• Facilitation• Relationship Management• Other Skills


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Areas of Expertise for a Project Manager

• Project Management Body of Knowledge

• Application area knowledge and standards

• Understanding the project environment

• General management knowledge and skills

• Interpersonal skills


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Any Questions so far?

• Questions


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Current PM Activities in CIT and Next Steps

• Coaching, Mentoring, Training Project Managers and Project Teams

• Facilitate planning sessions

• Maintain Project Priority List (working with SAM and SRM) currently 120 open projects

• Piloted Portfolio Management Process with SRM

• Evaluating and implementing PM tools


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Organizational Development Services Offerings

Available to all of Campus

• Quarterly 2 Day Project Management Workshops ($195/person)

• Custom Project Management Workshops for Tactical Teams (Just In Time Training)

• Other Training


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CIT Project List

• Demo List


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Where do I get more information?

Director, Organizational Development ServicesDirector, Organizational Development ServicesChet WarzynskiChet WarzynskiOffice of Human Resources Office of Human Resources Cornell University Cornell University 20 Thornwood Drive, Suite 10120 Thornwood Drive, Suite 101Ithaca, NY 14850-1265 Ithaca, NY 14850-1265 607-254-8308 Office607-254-8308 [email protected]

Linda Gasser Linda Gasser Office of Human ResourcesOffice of Human ResourcesCornell UniversityCornell University371 Ives Hall371 Ives HallIthaca, NY 14853-3901Ithaca, NY 14853-3901607-254-8387 Office 607-254-8387 Office [email protected]

ProjMgmt_CPMM_CCD_May06.ppt

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