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Project Management Information and Tracking Basics

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Title: Project Management Fundamentals Author: Finance & Administration Last modified by: Finance & Administration Created Date: 6/3/2009 6:22:43 PM – PowerPoint PPT presentation

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Title: Project Management Information and Tracking Basics


1
Project Management Information and Tracking Basics
  • Technology Services
  • Project Management Office

2
Course Outline
  • Background
  • VCU Project Management Methodology
  • Project Management Information and Tracking
    System
  • Requirements Analysis
  • Project Classification
  • PMIT System Demo
  • Lab
  • Discussion/Questions

3
Background
  • VCU signs Tier III Management Agreement with COVA
    in mid-2007
  • Project Management Office created in early 2008
    to meet COVA requirements
  • TS Task Force determines PM methodology and
    system requirements 2008-2009
  • Project Management Information and Tracking
    System goes live in July 2009

4
VCU Project Management Methodology
  • Combination of best practices from
  • Project Management Institute (PMI)
  • VITA
  • Other colleges/universities
  • Projects are classified and managed according to
    four criteria
  • Cost
  • Resources
  • Time
  • Risk

5
VCU Project Management Methodology
  • The more complex a project
  • the greater the planning requirements
  • the more involved the execution and control
  • the more advanced skills and greater experience
    the PM must have
  • All projects have a single identified Project
    Manager and a Project Sponsor
  • Anyone in Technology Services is eligible to
    become a Project Manager by meeting the education
    and experience qualifications

6
VCU Project Management Methodology
  • PMs are responsible for all aspects of their
    projects planning, monitoring, control, budget,
    change management, etc., etc.
  • VCUs PM Methodology is subject to both internal
    and State audit
  • JLARC did perform an audit in 2010 and found VCU
    in compliance with all COVA requirements

7
VCU Project Information System
  • Lack of funding meant a COTS system was not
    feasible
  • Evaluated freeware
  • Limited shareability
  • Linear communications
  • Task and schedule focused
  • Weak analysis and reporting capabilities
  • Decision was made to design and build one
    ourselves (within limited resources time)

8
VCU Project Information System
  • System Requirements
  • Web-accessible w/ CAS authentication
  • Relational database
  • Data input workflows with status indicators
  • Lean and agile with minimal overhead on Project
    Managers
  • The amount of documentation and required project
    management activities scales with the level of
    the project
  • Reporting and data analysis capabilities for
    operational, managerial, and strategic purposes

9
Project Management Information and Tracking
System
  • PMIT system consists of two components
  • Data entry
  • Modified version of the Change Management System
    applications Web-based architecture
  • SQL/Server database, ASP.Net application
  • Reporting and analysis
  • SAS Enterprise Business Intelligence tool
  • Both use CAS/eID to authenticate

10
Project Management Information and Tracking System
  • PMITs internal role-based security authorizes
    users
  • Project Managers can enter and update data for
    their projects only
  • TS projects accessible by TS staff only
  • School/department projects accessible by their
    staff only
  • All TS staff can view any and all project
    information and access all strategic, managerial,
    and operational reports

11
Project Management Information and Tracking System
  • Purpose of PMIT is to punish you for being a
    Project Manager
  • - NOT -
  • PMIT is designed to serve TS needs for
  • Capturing project information for tracking and
    analysis
  • Sharing best practices and lessons learned
  • Enhancing planning skills
  • Improving on-time and within-budget deliverables

12
Requirements Analysis
  • Critical step in any project is a complete a
    thorough Requirements Analysis
  • Document and obtain agreement from the sponsor
    primary stakeholders on the projects
  • Mission, goals and objectives
  • Deliverables and how measured
  • Contribution to unit and University strategic
    goals
  • Required budget
  • Begin-to-end time to complete
  • Impact on resource base
  • Project risk and strategies

13
Requirements Analysis
  • Requirements Analyses templates are available on
    the PMO Web site
  • Initially, the RA may be done by a more senior PM
    in your area (or by PMO)
  • The more accurate the analysis the greater the
    projects chances of success!
  • Resist the temptation to skip or shorten this
    crucial effort!

14
Requirements Analysis
  • Key goal is to evaluate the projects Return On
    Investment (ROI) and cost/benefit ratio
  • Focus on deliverables in business context
  • Improve service
  • Reduce cost
  • Mitigate risk
  • A project can be worthwhile but not be worth
    doing!

15
Requirements Analysis
  • We know our business and dont need anyone to
    tell us how to do it
  • New user technology almost always requires
    changes to existing business processes
  • A Business Process Analysis (BPA) will help
    insure those changes are identified and made
  • BPAs are the responsibility of the business owner
    but can be critical to TS project success

16
  • 1. Requirements Analysis
  • 2. Classification Worksheet
  • 3. Planning Templates
  • 4. PMIT Data Entry

17
Requirements Analysis Guides
  • Short Form simple projects
  • Long Form more complex projects

18
Classification Worksheet
  • Using information from the RA, the PM completes
    the Classification Worksheet to arrive at the
    projects complexity level
  • The classification is a guideline. If, for any
    reason, the PM feels the project to be higher in
    complexity than calculated, the project can
    always be managed at the next level
  • Projects are not to be managed at a lower level
    than calculated

19
Project Classification Criteria
  • Projects are classified by
  • Budget
  • Time
  • Resources
  • Risk

20
Project Classification
  • Fast Track
  • 80 hours or less
  • Two or less personnel from within one TS unit
  • Below 10,000 total cost
  • Low Complexity
  • Greater than 80 and less than 240 hours
  • Greater than two and less than 10 personnel
  • Greater than 10,000 and less than 100,000

21
Project Classification
  • Medium Complexity
  • Greater than six weeks and less than one year
  • Greater than 10 and less than 25 personnel
  • Greater than 100,000 and less than 500,000
  • High Complexity
  • Greater than one year
  • Greater than 25 personnel
  • Greater than 500,000

22
Project Classification
  • Complexity determines what project plan
    components are required
  • Fast Track
  • Fast Track Project Worksheet
  • Low Complexity
  • Project Information
  • Work Breakdown Structure (WBS)
  • Resource Breakdown Structure (RBS)
  • Schedule
  • Communications Plan
  • Quality Management Test Plan

23
Project Classification
  • Medium Complexity
  • Project Information
  • Work Breakdown Structure (WBS)
  • Resource Breakdown Structure (RBS)
  • Schedule
  • Communications Plan
  • Quality Management Test Plan
  • Quality Management IVV Plan
  • Budget Plan
  • Spending Plan
  • Risk Plan

24
Project Classification
  • High Complexity
  • Project Information
  • Work Breakdown Structure (WBS)
  • Resource Breakdown Structure (RBS)
  • Schedule
  • Communications Plan
  • Quality Management Test Plan
  • Quality Management IVV Plan
  • Budget Plan
  • Spending Plan
  • Risk Plan
  • Procurement Plan
  • Change and Configuration Management Plan
  • Performance Plan

25
Classification Worksheet
  • Review PMO Web Site
  • Classification Worksheet

26
PMIT System
  • Once you authenticate with your eID and password,
    PMIT home page displays
  • You have two options
  • Data Review
  • Data Management
  • In Data Review, you can review previously entered
    project data
  • In Data Management, you can enter a new project
    or update an existing one

27
PMIT System
  • For existing projects, you can
  • Assign to another project manager
  • Previous PM can no longer update
  • Suspend a project
  • Retains all data entered
  • Removes from management reports
  • Can be made Active again later
  • Delete a project
  • Removes it from the database
  • No longer available for any future action

28
PMIT System
  • PMIT has workflows for each project complexity
    level to automatically guide you through the
    entry of required plans
  • If interrupted, PMIT records where the workflow
    stopped and upon signing in again displays the
    completion status of all forms
  • Once all forms are completed, the status of the
    project is automatically set to Active

29
PMIT System
  • All project information can be edited/deleted
    until the project is Closed
  • Three aspects of active project performance will
    be monitored by the management dashboard
  • Scope
  • Budget
  • Schedule
  • PM must update status of all three at least every
    two weeks!

30
PMIT Demos
  1. Create a new Fast Track project
  2. Create a new Low Complexity project
  3. Update the LC projects budget, scope and
    schedule status
  4. Close the LC project

31
  • LAB 1
  • http//wrc2003-test.vcu.edu/WSS/ITPros/default.asp
    x
  • Classify example projects 1 and 2
  • Identify the project plan templates needed for
    each
  • Enter the plan data into PMIT for 1

32
VCU Project Workflow Review
  • Project proposal
  • Builds the business case
  • Requirements analysis
  • Budget, Time, Resources, Risk, Alternative
    Solutions, Recommendation
  • Review, approve, prioritize according to
  • Contribution to department, unit, and University
    goals and objectives
  • Return On Investment (ROI)

33
VCU Project Workflow Review
  • Assign Project Manager
  • TS Management with sponsor input
  • Develop Project Plan, enter and update project
    information in PMIT
  • Plans, reports and analyses
  • Monitor project performance
  • Update plans, record issues
  • Closeout
  • Obtain user acceptance of all deliverables
  • Close project in PMIT

34
Course Take-Aways
  • VCUs management agreement with COVA requires a
    project management methodology be followed for
    University IT projects
  • TS Task Force developed VCUs Project Management
    policy, standards, best practices and established
    requirements for PMIT system
  • Project manager skills and experience and PMIT
    requirements scale up with project complexity

35
Course Take-Aways
  • As a PM you may use any other project management
    tools you like, but you must enter and update
    data in PMIT
  • CIO says If its not in PMIT its not a
    project
  • Anyone in TS is eligible to become a PM by
    meeting the education and experience
    qualifications
  • Anything that doesnt work as designed, we can
    change for the better

36
PMIT Basics
  • Questions/Discussion
  • James C. Thomas
  • Project Management Office
  • 8-9954
  • jcthomas_at_vcu.edu
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