Project & Change Management Overview

Don Duffey

Zurich North America

* PLEASE MUTE YOUR PHONE LINE DURING TODAY’S PRESENTATION *

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ICE Anti-Trust Statement - All participants should duly note that a copy of the ICE ANTI-TRUST POLICY has been given to you. The statement reminds us that the policy restricts decision-making and discussion. These restrictions are designed to prevent even so much as an appearance of impropriety. The policy statement should guide us in all our discussions.

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Agenda

• Speaker Introduction

• Project Management

• Change Management

• Lessons Learned – A Practical Application

• Making Projects Successful

• Q&A

• Appendix

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Speaker Introduction

• Donald Duffey, PMP

• Obtained Project Management Professional

designation in 2005

• Background- Computer Science major- Working with commercial/personal line insurance systems since 1995- Began project management of small initiatives

in the late ’90’s with a large consulting firm

• Career Progression:- Project Lead – 2001

- Small initiatives- <6 months / <2500 hours / <$50k

- Project Manager – 2004- Large initiatives- Up to 3-years / 250k hours / >$25M

- Program Manager – 2009- Application Director – 2011

- Oversight of small and large initiatives (portfolio management)

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Project Management

• What?- Organization work – divided into operations and projects- Project – “A temporary endeavor undertaken to create a unique product,

service, or result”1

- Project Management - “The application of knowledge, skills, tools and techniques to project activities to meet the project requirements”1

• Who?- Project Management Institute (PMI)- Project Manager

- Responsible for the success of the project and in charge of all aspects of a project

- Project Team- Created for sole purpose of delivering a project; disbanded afterwards

- Stakeholders

• Why?- Ensure project objectives/deliverables are completed within known

constraints- Address risks and issues that arise given uncertainty projects come with- Provide controlled & dedicated management to protect a company’s

investment and deliver on stated benefits1 ©2008 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fourth Ed.

Project Management (cont’d)

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• How?- Process Groups (as defined by PMI):

- Initiating- Project sponsor, project charter, benefits, stakeholder analysis

- Planning- Project management plan, resource plan, work breakdown structure,

estimate costs, develop budget, plan supplier usage- Executing

- Form project team, manage project team, perform quality assurance, execute project plan

- Monitoring and Controlling- Verify scope, control scope, control costs, control schedule, monitor

and control risks- Closing

- Close work orders, conduct lessons learned, close project phase- A set of Process Groups are embedded in each phase of a project,

or Software Development Lifecycle (SDLC) for IT-based projects

Project Management (cont’d)

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Project Management (cont’d)

• How?- Development Methodology: Waterfall

- Delivering projects in a sequenced, well thought out manner- Deliverables created one after another, with a high level of

precision- V-model; depicts relationship between deliverables produced

via waterfall methodology

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Project Management (cont’d)

• How?- Development Methodology: Agile

- Delivering in an iterative and progressive manner with less focus on dotting i’s and crossing t’s

- More emphasis on prototyping with the business as a team; progressive elaboration

- Scrum; one type of iterative/agile methodology delivering a project via sprints

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Project Management (cont’d)

• How?- Common Tools

- Project Plan/Schedule- Resource Plan- Stakeholder Analysis- Risk Register/Log- Change Management Plan- Project Management Software

- Project Governance- Status; gathering and reporting- Project Management Office (PMO)- Steering Committee

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Audience Poll Questions

• What project barriers have you encountered in the past?

A. Unclear scopeB. Lack of strong requirementsC. Weak project sponsorshipD. Weak project managementE. Lack of process understanding/definitionF. Lack of change management

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Audience Poll Questions – Results

• What project barriers have you encountered in the past?

A. Unclear scope (3)B. Lack of strong requirements (2)C. Weak project sponsorshipD. Weak project managementE. Lack of process understanding/definition (1)F. Lack of change management

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Change Management

• What?- Change – to transform or convert- Change management is an approach to transform organizations,

teams and individuals from a current state to a future state

• Who?- Changefirst

- PCI Practitioner (PCIP)- Project team

- Project sponsor- Project manager- Implementation lead- Project team

- Others- Organization executive leadership- Impacted users

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Change Management (cont’d)

• Why?- Ensure success of change initiatives by preparing those affected by

the change in advance of the targeted change- Integrate the business process changes, training and

communications that impact the same audience so they understand how to execute the changes when they perform their job

- There’s a need to coordinate the timing of when changes are rolled out to the field, including the sequence/timing of the communications and training

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Change Management (cont’d)

• How?- People Centered Implementation (PCI©) methodology, developed

by Changefirst- Change champions – provide value-added insight for future

system and processes development including training, communication and implementation approaches

- Change campaigns- Organized effort aimed at improving user readiness and adoption of

change(s) - Consists of a portfolio of projects / initiatives that have change(s),

learning / development events and / or implementations aimed during a particular timeframe and audience (e.g. Q3, user community)

- Develop and implement a consistent approach to change / communication / implementation / training / post implementation support across the portfolio of projects / initiatives in the campaign

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Change Management (cont’d)

• How?- Example Implementation Model

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Lessons Learned – A Practical Application- Project A

- Sponsoring business unit needs to be engaged at the beginning of project for its duration

- Business needed to assign a decision maker whose priority is the project- Governance process did not provide adequate support for resubmissions or

easily allow teams to place projects on-hold when needed- Need strong business and end-user participation throughout project life cycle- Establish clear accountability of IT Sourcing / Legal / Procurement before

vendor / contract issues arise- Develop prototypes if applicable to illustrate to business & key stakeholders

what is being built as a way of managing expectations & improving understanding

- Project B- Define clear project team roles and responsibilities- Ensure appropriate supplier oversight is in place- Improve review/approval process for scope changes/change requests- Improve teams understanding of business functionality and process

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Making Projects Successful

• Key drivers of successful project implementation- Clear direction on priorities- Prevention of “scope creep”- Establishment of project as high priority for organization

• Starts with strong stakeholder engagement….- Good Project Sponsorship – defined boundaries, clear

expectations, and senior leadership alignment- Steering committee utilized to ensure stakeholder

alignment, manage communication around scope and mitigate risks- Consistency of messages enable better acceptance by impacted users

• Follow project management methodology right for your organization

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Questions?

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Appendix

• Project Management References- Project Management Institute, http://www.pmi.org/

- Project Management Body of Knowledge (PMBOK)- Wikipedia, http://en.wikipedia.org/wiki/Project_management- Six Sigma, http://www.isixsigma.com/

• Change Management References- Changefirst, http://www.changefirst.com/- Wikipedia, http://en.wikipedia.org/wiki/Change_management

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Thank you!