managing projects for success! kirk schanzenbach ny state comptrollers office
TRANSCRIPT
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Managing Projects
for Success!
Managing Projects
for Success!
Kirk SchanzenbachKirk Schanzenbach
NY State Comptroller’s NY State Comptroller’s OfficeOffice
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Measuring SuccessMeasuring Success
On TimeOn Time
Within BudgetWithin Budget
Within ScopeWithin Scope
Provides Functionality PromisedProvides Functionality Promised
Provides Organizational BenefitsProvides Organizational Benefits
Meets Customer/User NeedsMeets Customer/User Needs
On TimeOn Time
Within BudgetWithin Budget
Within ScopeWithin Scope
Provides Functionality PromisedProvides Functionality Promised
Provides Organizational BenefitsProvides Organizational Benefits
Meets Customer/User NeedsMeets Customer/User Needs
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Source: KPMG Survey of 256 companies.
32% poor project management skills
20% lack of effective communication
17% unfamiliar project scope
17% failure to properly define objectives
14% inability to cope with technology
The financial loss is large and often unrecoverable!The financial loss is large and often unrecoverable!
Why Do Projects Fail? Why Do Projects Fail?
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What is Project Management? What is Project
Management?
Project management is the application of knowledge, skills, tools, and techniques to project activities in
order to meet the project requirements.
(PMBOK 2000)
Project management is the application of knowledge, skills, tools, and techniques to project activities in
order to meet the project requirements.
(PMBOK 2000)
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What is PM, Really?What is PM, Really?
Agreeing on Expectations Agreeing on Expectations Planning the Work Planning the Work
Learning Learning
Working the Plan Working the Plan Helping People Deliver Results Helping People Deliver Results
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PM Start-Up Kit For Improved Success
PM Start-Up Kit For Improved Success
Project Management Methodology
Project Management Office
Project Portfolio Management
Lots and Lots of Patience
Project Management Methodology
Project Management Office
Project Portfolio Management
Lots and Lots of Patience
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Project Management Project Management MethodologyMethodology
Project Management Project Management MethodologyMethodology
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SMART Projects! SMART Projects! Common OSC PM Language Common OSC PM Language
Roadmap of Best Practices Roadmap of Best Practices
Templates Save Time Templates Save Time
Consistent, Repeatable Process Consistent, Repeatable Process
Organizational Lessons Learned Organizational Lessons Learned
BOTTOM LINE…IT’S ALL ABOUT COMMUNICATION BOTTOM LINE…IT’S ALL ABOUT COMMUNICATION
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Choose Your Pain! Choose Your Pain!
Plan & Control Plan & Control Now…Now…
……Or Pay Later!Or Pay Later!
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Sche
dule
Sche
dule
ScopeScope
Budget
Budget
TRIPLE CONSTRAINTS
TRIPLE CONSTRAINTS
A Common Characteristic…
A Common Characteristic…
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Top 10 Lessons LearnedTop 10 Lessons Learned
1. PROJECTS ARE MOSTLY ABOUT PEOPLE!
- Ron Schubin, Unclaimed Funds System Project
1. PROJECTS ARE MOSTLY ABOUT PEOPLE!
- Ron Schubin, Unclaimed Funds System Project
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TIMETIME
EFF
OR
TEFF
OR
T
PLANNING EXECUTION &
CONTROL
CLOSEOUTINITIATION
Project Management Life Cycle
Project Management Life Cycle
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TIMETIME
EFF
OR
TEFF
OR
T
PLANNING EXECUTION &CONTROL
CLOSEOUTINITIATION
Gate 1 - Business Case Gate 1 - Business Case Gate 2 – Concept Proposal Gate 2 – Concept Proposal Gate 3 - Project Charter Gate 3 - Project Charter
Initiation Phase Initiation Phase
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TIMETIME
EFF
OR
TEFF
OR
T
PLANNING EXECUTION &CONTROL
CLOSEOUTINITIATION
Most Project Management Most Project Management Define Deliverables (SCOPE) Define Deliverables (SCOPE) Build Schedule (TIME) Build Schedule (TIME)
Planning Phase Planning Phase
Determine Cost (BUDGET) Determine Cost (BUDGET)
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Schedule PlanningSchedule Planning
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Baseline PlanningBaseline Planning
Defining Activities Sequencing Activities Listing Resources Duration Estimation Dependency Planning
Defining Activities Sequencing Activities Listing Resources Duration Estimation Dependency Planning
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…and some Management Plans!
…and some Management Plans!
Communication Plan Organization Plan Risk Management Plan Project Change Plan Organizational Change Plan Vendor Management Plan
Communication Plan Organization Plan Risk Management Plan Project Change Plan Organizational Change Plan Vendor Management Plan
USE THEM ALL OR JUST A FEW…USE THEM ALL OR JUST A FEW…
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TIMETIME
EFF
OR
TEFF
OR
T
PLANNING EXECUTION &
CONTROL
CLOSEOUTINITIATION
Apply Resources and Budget Apply Resources and Budget Accomplish Objectives Accomplish Objectives
Take Corrective Actions Take Corrective Actions
Execution & Control Phase
Execution & Control Phase
Keep Stakeholders Informed Keep Stakeholders Informed
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TIMETIME
EFF
OR
TEFF
OR
T
PLANNING EXECUTION &CONTROL
CLOSEOUTINITIATION
Customer Acceptance Customer Acceptance
Transition to Operations Transition to Operations
Lessons Learned Lessons Learned
Closeout Phase Closeout Phase
Celebrate!! Celebrate!!
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Project Success FactorsProject Success Factors
Demonstrate Need and Benefits Continuously Rigorous, Step-by-Step Review Keep it Small, Break it Up!! Clear, Objective & Agreed-to Scope Customer/Stakeholder Involvement Conduct Thorough Business Analysis & Planning Experienced Project Manager & Engaged Sponsor Clear Change & Decision-Making Processes
Demonstrate Need and Benefits Continuously Rigorous, Step-by-Step Review Keep it Small, Break it Up!! Clear, Objective & Agreed-to Scope Customer/Stakeholder Involvement Conduct Thorough Business Analysis & Planning Experienced Project Manager & Engaged Sponsor Clear Change & Decision-Making Processes
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Not Just For TechnologyNot Just For Technology
Audits New Programs Other Short-Term Work Other Long-Term Work
Audits New Programs Other Short-Term Work Other Long-Term Work