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![Page 1: Best Practices: Aligning Process, Culture and Tools Michael Jordan Senior Project Manager - Microsoft Consulting Services michjor@microsoft.com.](https://reader035.fdocuments.us/reader035/viewer/2022070408/56649e575503460f94b5059f/html5/thumbnails/1.jpg)
Best Practices: Aligning Process, Culture and Tools
Michael JordanSenior Project Manager - Microsoft Consulting Services
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Agenda
• Overview
• Process
• Culture
• Tools
• Implementing Project Management tools
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Overview
• Exciting time for Project Management
• Broader industry recognition for this role
• Evolving tools making the job easier
• Refined process models providing flexible frameworks
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Overview
• Challenging time for Project Management
• Constantly justifying their existence
• Always providing evidence of benefits
• Always negotiating PM “admin overhead”
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Overview
• Main recurring themes in the industry– Integrating, Communicating and Managing
People– Disseminating information– Creating consistency and repetition– Presenting data early for corrective action
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Process
• Processes outside of PM lifecycle – where does Project Management fit in?– Opportunity Management– Resource Capacity Planning– Strategic Initiatives
• PMO role in – Project Management– Program Management– Portfolio Management
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Process
Process Tools
Culture
Change
• Organization’s Project Management maturity
• Constantly going through cycles
• Evolves to maturity and may collapse with change in exec priorities
• Industry verticals have different focus on maturity needs (Eg: Aerospace/software)
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Process
• Complexity of processes and supporting tools
Timesheeting
Resource Database
Capacity Planning
Historical Database
Risk Management
Document Management
Scheduling Engine
Skills database
Issue Management
Reporting Engine
Opportunity Management
Earned Value
Invoicing PMIS
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Process
• Controlling the schedule– Most PMs spend time making software fit the
deadline date– Best place to demonstrate PM value– Weakest area in PM field– Main area to consolidate organizational
standards– Maintain consistency and apply methodology
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Process
• Resources and Time Capture– Time capture
• Project time• Non project time• Operational time
– FTE vs contractors• Applying accurate hourly rate• Managing accurate overtime costs• Maintaining EV reports
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Culture
Bad Good
Motivated
Not Motivated
• Managing culture is managing the perceptions to change.
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Culture
• Setting all stakeholders expectations• Everyone using some form of
process/tools• Adoption of tools and process• Functional redundancy and duplication of
efforts• As FTE now punching clock cards (time
entry)• Public view of resource effort and progress
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Culture
• Organization’s perception of PMO – demonstrate value
• Get the organization trained on PM terminology and what to do with reported data
• Get organization comfortable with hearing bad news early and taking corrective action
• Provide consistency and make it easier not more difficult
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Tools
Process ToolsChange process to fit tool?
Change tool to fit process?
• Companies want “out of the box” solutions
• Long term support
• Less cost
• Upgrade path
• Training resources
• Recognized Industry skills
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Tools
• Getting more difficult in virtual teaming• Outsourcing (Internationalization)• Security• Connectivity• Collaboration• Localization• Currencies• Languages
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Tools
• Provides easy repetitive use
• Provides value in ability to enable informative decisions
• Provides ability to standardize processes and methodology
• Drives consistency
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Tools
• PMO budget does not typically cover all costs required to implement the tools
• Server based tools require technical backend administration which is new and expensive
• Complexity of integrating tools with others
• Duplication of functionality – redundant applications
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Implementing PM Tools
• Main challenges– Lack of implementation project planning –
Ironic!– Under-estimate technical complexity– Under-estimate training readiness– Lack of ownership
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Implementing PM Tools
• Organizational challenges– Don’t know what application does– Don’t know their requirements– Not enough time to do gap analysis– Lack of consensus across organizational
groups
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Implementing PM Tools
• Requirements challenges– Design difficult on high level requirements– Technical specs do not follow company policy
or procedures– External integration dependencies– Lack of production data to configure system– All features not functional for testing– Big step into production roll out
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Implementing PM Tools
• Operational Challenges– Operations not prepared for maintenance– Operational budget for PMO overlooked– Handoff and ownership - improvised– Help desk - Troubleshooting difficulty– Re-Training for lessons learned
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Implementing PM Tools
• Deployment Considerations– Understanding all stakeholder impacts– Operations and maintenance– Configuration Management– IT Governance– Timing– Strategic Initiatives
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Project Server 2003
Line of Business Systems
Active Directory
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Thank you
• Q & A