strategic management of multiple projects (aka project whispering)
DESCRIPTION
Nicole Lind introduces the concepts surrounding program and project management as they relate to enterprise Drupal projects (As Treehouse Agency)TRANSCRIPT
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Strategic Management of
Multiple Projectsaka “Project Whispering”
By Nicole LindSVP, Treehouse Agency
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What we’re talking about Why Drupal needs portfolio project
management
Management framework and definitions
What is program management?
What is portfolio project management (PPM)?
How is PPM implemented?
How does PPM change things?
What tools and strategies are available?
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Why Drupal needs program and portfolio project managementDrupal is all grown up
Entering the enterprise business and government space
Increase in the number of projects running concurrently in a given organization
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Why Drupal needs program and portfolio project management
Drupal complexityMore legacy migrations and multi-platform integrations
Projects require more highly skilled, niched talent
Necessary talent is harder to find, more expensive, and more difficult to manage and retain
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Goals of this sessionProvide a management framework for PPM
Discuss the concepts and effects of program management
Introduce project portfolio management
Explore options in tools
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Management Framework
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Management Framework
Project and Product Management
Program Management
Project Portfolio Management
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Management Framework
Act of creating plans and managing resources to accomplish a project.
A project is a scheduled undertaking for the purpose of creating a product or service.
Project Management
Project and Product Management
Program Management
Project Portfolio Management
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Management Framework
Responsible for the overall success of a product. Products may consist of multiple projects.
Product managers remain to manage the product through the its entire lifecycle.
Product Management
Project and Product Management
Program Management
Project Portfolio Management
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Management Framework
Act of creating and managing multiple projects.
Typically, projects are distinct but related through dependencies.Program
Management
Project and Product Management
Program Management
Project Portfolio Management
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Management Framework
Management process designed to help an organization sort and prioritize projects to align with business objectives.
PPM includes:Establishment of project
analysis criteria and scoring model
Project information acquisition and analysis
Sorting and prioritization of projects on established criteria
Project Portfolio Management
Project and Product Management
Program Management
Project Portfolio Management
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Program Management
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Understanding Program ManagementDefining Program Management
Project Management Office (PMO)
Dependencies
Project Templates
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What it Is
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What is a Program?
“A defined set of projects containing common dependencies, and/or resources and/or objectives overseen by a Program Manager.”(OpenSDLC.org http://opensdlc.org/mediawiki/index.php?title=SDLC_SOP_1000_-_Program_and_Project_Management)
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Like it or Not…
If you have multiple concurrent projects, you
have a program.
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The Effective Program
A collection of projects that work together toward a common cause, a common goal, and a common purpose, and realize gained benefits for the organization.
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Relationship between Programs and Projects
Mission/Vision
Program 1
Project 1
Project 2
Project 3
Program 2
Project 1
Project 2
Program 3
Project 1
Project 2
Project 3
Project 4
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Grouping projects into programsChronological order
Logical program phases
Technology used
Other logical groupingResource availabilitySchedulingEtc.
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What it Does
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The GoalEnd “us vs. everyone else”
mentality
Coordinate project managers
Use project intelligence to make better business decisions
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All parties work together toward common vision and purpose
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How Managed Programs Help the Organization
Directly support org mission
Target org benefits
Counteract tunnel vision
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Risks of Tunnel Vision
Project ManagersResource stockpiling
Schedule sandbagging
Bloated estimates
Territorial fiefdoms
Business ManagersHigh revenue/low profit
Random diversification
Overpromising
Getting lost in details
Ignoring project interactions encourages bad habits and missed opportunities
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Why it WorksDefine and document links between
projects
Shared resources (people, tools and facilities)
Risk mitigation activities
Project integration management and change control
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Avoids…Over or misallocation of
resources
Competition for resources
Protectionist behavior
Clashing systems and processes
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Encourages…“Clean” resource allocation
Accurate estimating
Realistic planning
Integrated systems and processes
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The Project Management Office (PMO)
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Project Management Office (PMO)Primary goal: achieve benefits from
standardizing and following project management policies, processes and methods
Group or department within an organization
Defines and maintains standards for project management
Usually based upon one of three models: Project repository Project coaching Enterprise
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What’s Wrong with Centralized PMO’s?Creates pool of generic project
management experts
Tends to result in “hot swapping” PMs and teams
Does not allow for specialized expertise
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We want program experts, NOT just general project management experts
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The De-Centralized PMOLess emphasis on classical PM
experts
PMs are embedded in well-defined Programs
PM skills align with program projects and business drivers
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Consistently working within programs allows better skills alignment and tighter teams
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Project Dependencies Finish to start (FS) – Project B can’t start before A
is finished (i.e. Foundation is dug, then concrete is poured)
Finish to finish (FF) – Project B can’t finish before A is finished (i.e. Last chapter written before entire book is finished)
Start to start (SS) – Project B can’t start before A starts (i.e. Project work started before project management activities started)
Start to finish (SF) – Project B can’t finish before A starts (i.e. New shift starts after previous shift finishes)
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Identifying dependencies is critical to effective resource allocation
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Operational Benefits: Project Templates
Business Development Contract/Statement of work
Kickoff Discovery Sprint 1 (including multiple milestones) Sprint 2 (including multiple milestones) Training QA Launch Post Mortem Support
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Standardize project plans & lifecycles to avoid starting from scratch
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Project Portfolio Management (PPM)
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“the concept of focusing on the selection and management
of a set of projects to meet specific business objectives”
“Project Portfolio Management: A view from the management trenches” (http://www.gartner.com/it/content/911400/911412/project_portfolio_mgmt_excerpt.pdf)
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Relationship between Projects, Programs and Portfolios
Mission/Vision
Portfolio 1
Program 1
Project 1
Project 2
Project 3
Program 2
Project 1
Project 2
Portfolio 2
Program 1
Project 1
Project 2
Project 3
Program 2
Project 1
Project 2
Program 3
Project 1
Project 2
Project 3
Project 4
Operations
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Organizational ImpactMove away from traditional organizational
hierarchy to work more effectively and align with business objectives
Move toward a project-driven culture infused with business goals through programs and portfolios
Centralized resource utilization planning and reporting
Recruiting and training targeted to each program and/or portfolio’s skill requirements
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Project Chartering ModelProvides quantitative model for strategically selecting projects to seek out, pitch, and accept
Rank opportunities by score
Objectively align with business goals by creating business cases for each component project and program
Identify high-margin opportunities for reselling existing components
Strategically seek out good matches to portfolio by maximizing average project scores
Significant impact on organization; especially sales and on-going operations
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Key Elements of PPMIdentify business objectives
Prioritize objectives
Apply project chartering model
Rank projects by chartering scores
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Project Chartering Example
Top Criteria:We want our team to gain D7 experience
We need more profits
We want to start doing more business in the educational sector
We want more repeat business
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Sample Scoring
Potential Project
Profit Potential
Diversification
(technology)
Diversification
(sector)Repeat
BusinessTotal
Rating
Project A with D7
4 3 2 0 9
Project B at University
2 2 4 2 10
Project C with existing client
4 0 0 4 8
Project D with D7 and University
2 2 4 3 11
Tally project strength in each criteria area
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Tool Selection
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Selecting a SolutionIdentify your requirements first
Consider options based on requirements
Custom build vs. off-the-shelf
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Custom build
Pros Exactly what you need (in
theory)
Full platform control
Iteratively create features as needed
Cons Expensive
Time-consuming
Reinventing the wheel
Untested
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Off-the-shelf
Pros Faster
Proven solution (in theory)
Can be less expensive
May have ample documentation
“Someone to blame”
Cons May not meet all your
needs
Feature bloat
May be tied to expensive service contracts
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Off-the-shelf options
http://en.wikipedia.org/wiki/Comparison_of_project_management_software
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Present Solution RealitiesNo present project management application
does everything perfectly A buggy centralized solution Decentralized solutions which lack ability to tie
together critical information needed for PPM
Either way, you need people who: Understand the goals Understand the requirements Are trained on the decided approaches
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Tool Example
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Rollout of the solutionDaunting challenges
How long will it take?
How will you know when you are done?
Where do you start?
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Rollout of the solutionTake a phased approach
Judiciously select features
Acclimate users gradually
Keep processes and tools aligned
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Sample Rollout Phasing1. Enter projects and tasks
2. Time tracking and timesheets
3. Resource management
4. Basic portfolios
5. Business factors information
6. Reporting
Can take 6 months or more to implement a working system!
Break it into steps and take your time
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Final thoughtsProject and portfolio management do not have
to be subjective.
Project and portfolio management have a huge impact on business goals, whether you think about them or not.
Don’t be intimidated. It’s not easy, but you can start slow and build in small steps.
Take your time and start simple.
You have everything to gain by thinking strategically about your project portfolio.
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Thank you
Questions?