introducing outcome-driven project management & supporting...
TRANSCRIPT
Introducing Outcome-Driven Project Management & Supporting PMO Tools at the University of Surrey
The outcomes and the benefits
“Successful delivery of major IT projects required our project organisation to grow and to address frustrations with the project delivery methodology” Roger Stickland, Director of IT
Where we started:• IT PMO and 4 PMs • Prince 2 Lite methodology• Plethora of processes and templates• Governance groups in place; remits
blurred with time• Bespoke SharePoint project site,
usage tailed off due to unreliability • Annual delivery rate of 50-60
medium/large and 80 small projects
Critical Success factors:Senior Management support and declaration that all IT projects will use this methodology, especially as benefits largely seen at management level but changes in working practice are at project manager / project team level.
Next steps:Extend use within the University to non-IT projects and change programmes.Evaluate PM3 for resource management.
Contact DetailsPlease get in touch if you’d like any further information.Gill Harding-Payne – University of Surrey [email protected] Lancashire – University of Surrey [email protected] Hitchings – University of Surrey [email protected] Pryor – Bestoutcome [email protected]
2. Toolsets established – PM3 from Bestoutcome for project data and SharePoint for project documents
3. Document templates simplified
4. Outcome-driven planning tools introduced
The Problems:• Processes disjointed / poorly
communicated, many variants used • Roles and responsibilities ill defined /
poorly communicated • Project metric and status reporting
inconsistent • Poor visibility of overall project
portfolio• Lack of management info for
prioritisation / resourcing decisions
Our Approach:• Work collaboratively with
Bestoutcome to introduce an Outcome-driven approach and toolset, improving the consistency, visibility and manageability of our project portfolio.
Timeframe June – Dec 2012
1. Project Delivery Framework: • Defined & refined through workshops and working groups. • Implemented successfully for small, medium and large projects. • Decision points (gates) aligned to governance bodies e.g. Change Advisory
Board meetings
5. Progress reporting and delivery tracking. The new drumbeat: • PMs write status reports for active projects each and every week• PMO reviews project and portfolio reports with Director of IT every Monday. • Earlier and easier identification of projects turning amber or red requiring decision on remedial actions • Regular project and portfolio summary reported to Executive Board IT Governance group for info and decisions on priorities
PM3
A. Project dashboard B. Status changes + commentary C. RAG summary D. Timeline
SharePoint