# Presentation: 565309

## LBNLProject Management Training Series

**January 2003**

## Project Management Training

- ISS in partnership with the Integrated Project Management Office will provide four levels of customized training:
- Executive Briefing
- Project Management Overview
- IT Application Specific Project Management
- In-Depth Project Management** **

## ISS/IPMO Project Management Series 

**ISS/IPMO Project Management Series**** **

**Executive Briefing**
**on Project**
**Management**

## Why this series of classes?

- Introduce the LBNL project management strategy with its roles and responsibilities
- Share project management concepts and terminology with IT customers
- Increase project management skills of IT staff

***Note: These classes will not train you how to use a project management software tool.***

##    LBNL Project Management Overview

**LBNL**
**Project Management Overview**

**January 2003**

## Objectives

- Describe the basic concepts of project management
- Describe the LBNL project management strategy
- Describe your placement in the new project management organization
- Use project management terms consistent with their approved definitions
- Access additional references about project management

- By the end of this course, you will be able to:

## Agenda

**Introduction to Project Management**
**Project Initiation**
**Project Planning**
**Project Execution and Control**
**Project Closing**
**LBNL Enterprise Computing**
**Recommended Reading**

## A.  Introduction to Project Management

**A.  Introduction to Project Management**

## What is a Project?

** ****Temporary**  	Has a _definite beginning and end_, not an
- 	on-going effort.
- 	Ceases when objectives have been attained.

** ****Unique**** ** 	The deliverable or service is different in
- 	some way from other deliverable or services.
- 	Deliverable characteristics are progressively
- 	elaborated.

***A temporary endeavor undertaken to ******create a unique deliverable or service***

## Projects in Contrast to Operations

**Projects**** **
-  Finite duration
-  Specific goal
-  Exploits resources
-  Uses infrastructure

**Operations**** **
-  On going
-  Continuous service
-  Provides resources
-  Provides infrastructure

## The 3 Dependent Variables of a Project

**The 3 Dependent Variables of a Project**

*How much money do I have to pay?*

*When can I get it?*

- •  **Technical Performance (Scope)**

- •  **Cost (Resources)**

- •  **Schedule**

## Project Definition & Constraints

- The project must be able to control at least one of these.
- If all three are constrained, the project is incapable of adapting to (inevitable) change.

## Project Definition & Constraints

|  | Fixed | Optimizeable | Open |
| --- | --- | --- | --- |
| Schedule | X |  |  |
| Resources |  | X |  |
| Scope |  |  | X |

-  Schedule and resources are often finite
-  Sometimes scope (objectives and boundary) waxes infinite
-  Ensure stakeholder agreement on project constraints

## Project Definition & Constraints

- “ Interactions with those beyond your control who can
-    influence your chance of success”
-                                                          *- Robert Block*

- Politics is an organic part of organizational life
-    we can evaluate the _intentions_ toward which
-       others play politics

- Project Politics:

## Project Definition & Constraints

- Environment _may_ be supportive of high-quality,
-  high-quantity work
-   can you create privacy?
-   how many square feet of floor are yours?
- Fragmentation of participant loyalties/energies
-   how many assignments are currently on _your_ desk?
- Cross-purposes among team/community members
-   what is _your_ project within the formal project?

## Project Definition & Constraints

- Access
-    can you see whom/what you need for 	            	 research/ideas?
-    can you get the decisions you need when you
-       need them?

## Why Projects Fail

- Lack of user involvement
- Lack of management system
- Lack of well-defined deliverables
- Poor communications
- Poor change management
- Incorrect technical architecture
- Inadequate planning
- Lack of sponsorship & functional commitment
- Inability to manage risk and uncertainty

## What is Project Management?

**Stakeholders**: 	Individuals and organizations involved in or 		affected by the project activities

***The application of knowledge, skills,***
***tools, and techniques to project***
***activities in order to meet or exceed***
***stakeholder needs and expectations***

## Project Management

- Meeting or exceeding stakeholder needs and expectations of a project
- Maintaining the balance of
-   Scope / resources / schedule
-   Various stakeholder expectations
-   Identified requirements (needs)  Unidentified requirements (expectations)
- Iterative and continuous

## Functional & Project Management

**Functional Management****	**
- Well-defined steady state operation
- Organized along discipline and functional lines
- Small, incremental changes

**Project Management**
- New activity in finite duration of time
- Organization cuts across functional lines
- New systems and new technology
- Unless home-based, organization ends with project end

## Project Management Expertise Areas

-   Integration Management
-   Scope Management
-   Time Management
-   Cost Management
-   Quality Management
-   Resource Management
-   Communications Management
-   Risk Management
-   Procurement Management

## Expectations for the Project Manager

**Get to Done**
-  Quality
-  Schedule
-  Costs
**Set up the Future**
-  Support model
-  Useful, usable and accessible documentation

**Skills Needed*:**
-  Communication
-  Organization
-  Budgeting
-  Problem Solving
-  Negotiation & Influencing
-  Leading
-  Team Building & Human 	Resources

**as defined by the Project Management Institute (PMI)*

## The Attributes of a Project Manager

- The intelligence of Einstein
- The patience of two saints
- The integrity of a Supreme Court Justice
- The negotiating skills of a Mongolian Horse Trader
- The savvy of James Bond
- The charisma of Sir Ralph Richardson

- The communication skills of Tom Peters
- The planning skills of General Schwartzkopf
- The personal drive of Donald Trump
- The skin of an armadillo
- The ego of Mother Theresa

*As Listed in “On Time / On Budget”*

## Project Methodology

**Why do we need one?**
- Provides a consistent framework for all projects to follow throughout the project life cycle

***The basic source of information for the processes, standards, approaches, practices, tools, techniques, templates and checklists used for managing projects***

## Methodology – Cradle to Grave

- Initiation
- Project request
- Project Charter
- Planning
- Project Plan
- Standards and procedures
- Execution and Control
- Development
- Reporting and status monitoring
- Change management
- Close
- Completion of requirements
- Lessons learned

## Project Life Cycle Phases

**Initiating**

**Planning**

**Controlling**

**Executing**

**Closing**

## Characteristics of Life Cycle

- Defines the beginning and end of the project
- Deliverables are usually approved before work starts on the next phase
- Sometimes a subsequent phase is begun prior to approval of the previous phase.  This is called *fast tracking.** *
* *Defines technical work and implementers

## Characteristics of Life Cycle (cont.)

- Cost and staffing levels are low at the start, higher towards the end, and drop as project closes
- Probability of project success is low at the start of the project and gets progressively higher as the project continues
- Cost of changes and of error correction generally increases as the project continues

## Phase Characteristics

**Deliverables** 	Tangible, verifiable work products
**Reviews**   	Evaluation of deliverables and 			project performance
**Phase Exit Criteria** 	Measurements used to determine
- 		if a project should go into next phase

## Detailed Project Life Cycle

**Detailed Project Life Cycle**

*Adapted from The Strategic Project Office*, J. K. Crawford

## Project Initiation

**Project Initiation**

## Project Initiation 

- Project Request
- Scope and objectives
- Business case
- Preliminary resource estimates
- Review & Authorization
- Requests prioritized and funded
- Project Charter
- Developed after request approval

## The Project Charter

- Purpose
- Recognizes existence of the project
- Describes the project at a high level
- Explains the business need for project
- Authorizes use of resources for planning
- Organization and timing
- Completed after an approved project request

***Initial contract between developers and customers***

## The Project Charter

**Content**
- Project description
- Business background
- Project scope
- Objectives (ROI if not in request)
- Deliverables
- Constraints
- Assumptions
- Planning budget

**Typical Participants**
- Business Area Manager
- Project Manager
- Steering Committee
- Core Project Team
- Others if relevant

## C.  Project Planning

**C.  Project Planning**

## Project Planning

**Purpose: to determine**** **
- What needs to be done
- Who will be involved
- How objectives will be met
- When it will be implemented
- How much it will cost

**Project Plan**** **
- Statement of Work
- Project Organization
- Work Breakdown Structure
- Schedule
- Resource requirements
- Standards and Procedures
- Communications
- Risk Management
- Change Management

**Project Planning**

## Project Planning

- Integration Management
- Scope Management
- Time Management
- Cost Management
- Quality Management

- Resource Management
-  Environment
-  Participants
-  Tools
- Communications Management
- Risk Management
- Procurement Management

**All project management expertise areas are needed in planning:**

## Integration Management

- Project plan development
- Project plan execution
- Integrated change management

***Processes required to ensure that the various elements of the project are properly coordinated:***

**Integration Management**

## Scope Management

- Initiation
- Scope planning
- Scope definition
- Scope verification
- Scope change control

***Processes required to ensure that the project includes all of the work required, and only the work required, to complete the project successfully:***

**Scope**** ****Management**

## Time Management

- Activity identification
- Activity sequencing
- Activity duration
- Estimating
- Schedule development
- Schedule control

***Processes required to ensure timely ******completion of the project:***

**Time Management**

## Cost Management

- Financial resource planning
- Cost estimating
- Cost budgeting
- Cost control

***Processes required to ensure that the project is completed within the approved budget:***

**Cost Management**

## Quality Management

- Chartering
- Quality planning
- Quality assessment
- Quality control

***Processes required to ensure that the project will satisfy the needs for which it was undertaken:***

**Quality Management**

## HR Management

- Organizational planning
- Team recruitment
- Team development

***Processes required to make the most effective use of the people involved with the project:***

**HR Management**

## Communications Management

- Communications planning
- Information distribution
- Performance reporting
- Administrative closure

***Processes required to ensure timely and appropriate generation, collection and dissemination, storage and ultimate disposition of project information:***

## Communications Management

- Audience – *Who needs to know?*
- Message – *What do they need to know?*
- Intent – *Why do they need to know?*
- Media – *How are they going to know?*
- Timeframe – *When are they going to know?*
- Responsibilities – *Who is delivering the message?*
- Goals:
*No surprises*
*Up and down the chain*
*Repetition, reinforcement, regularity*

## Risk Management

- Risk management planning
- Risk identification
- Qualitative Risk Analysis
- Quantitative Risk Analysis
- Risk response planning
- Risk monitoring and control

***Processes required to systematically identify, analyze, and respond to project risks:***

**Risk Management**

## Risk Management

-   Reactive – managing surprises, “*putting out fires*”
-   Proactive – risk avoidance, “*buy off*” risk
-   Risk “*management*”
-   Identify it
-   Analyze it
-   Plan for it (mitigation planning)

## Procurement Management

- Procurement planning
- Solicitation planning
- Source selection
- Contract administration
- Contract close-out

***Processes required to acquire goods and services from outside the performing organization:***

**Procurement Management**

## Change Management

***A set of formal procedures that provide for ***
***the orderly control of change in ***
***a dynamic environment:***

-   Added functionality
-   Incorrect assumption
-   Imposed delays

-   New standards / practices
-   Environment alterations
-   Extended approval times

- Change includes:

**Change management does not prohibit or inhibit change!!**

## Project Organization - Overview

**Functional Organization**** **
**Matrix Organization**** **
**Projectized Organization**** **
**Balanced Matrix Organization**** **
**Organic Projectized Organization**

## Functional Organization

- Light colored boxes:
- involved in projects

- Project Coordination

## Specialists grouped by function
Difficult to cross functional lines
Barriers exist on horizontal information flow
Functional emphasis – loyalties may impede completion

- Difficult to cross functional lines
- Barriers exist on horizontal information flow
- Functional emphasis – loyalties may impede completion

**Functional Organization**

**Functional Manager:** 	An individual responsible for activities in  			a specialized department or function

**Functional Organization**

## Matrix Organization

- Light colored boxes:
- involved in projects

- Project Coordination

**Matrix Organization**

## Multiple-command system
Individuals from functional areas assigned on temporary basis to Project Manager
Individuals return to functional organization
Careful plans and procedures needed to minimize effects of dual reporting

- Individuals from functional areas assigned on temporary basis to Project Manager
- Individuals return to functional organization
- Careful plans and procedures needed to minimize effects of dual reporting

**Matrix Organization**

**Project Manager:** 	An individual responsible for managing a 			project

## Advantages	
Visible objectives
Efficient utilization of resources
Better co-ordination
Better information flow
Retention of home after project

Disadvantages
More than one boss
Complex structure to control
Differing priorities of Project Manager and Functional Manager
Duplication of effort
Conflict

- Visible objectives
- Efficient utilization of resources
- Better co-ordination
- Better information flow
- Retention of home after project
**Disadvantages**
- More than one boss
- Complex structure to control
- Differing priorities of Project Manager and Functional Manager
- Duplication of effort
- Conflict

**Matrix Organization**

## Projectized Organization

- Project Coordination

- Light colored boxes: involved in projects

**Projectized Organization**

## Emerges from functional when latter impedes progress
Line of authority is the Project Manager
Uncertainty where to go on completion of project
Tendency to retain assigned personnel too long
Functional Managers feel threatened as people are removed from their areas

- Line of authority is the Project Manager
- Uncertainty where to go on completion of project
- Tendency to retain assigned personnel too long
- Functional Managers feel threatened as people are removed from their areas

**Projectized Organization**

## Balanced Matrix Organization

- Project Coordination

**Balanced Matrix Organization**

- Light colored boxes: involved in projects

## Organic Projectized Organization

**PM**
**A**

**PM**
**B**

**PM**
**C**

**FMA**

**FM**
**B**

**FM**
**C**

**Organic Projectized Organization**

## Organic Projectized Organization

- Core teams
- Strategic alignments
- Functional and project managers work as a team
- Department /division boundaries are immaterial
- Requires permeating trust – up and down

## Work Breakdown Structure - Overview

***A method to achieve ***_***logical decomposition***_*** ***
***of a large, complex thing***

**The Whole**

**Its Pieces**

**Work Breakdown Structure - Overview**

## Work Breakdown Structure (WBS)

- The WBS is a framework for identifying and displaying all activities the team must perform in order to complete the project.
- It includes the breaking out of project work into increasingly smaller pieces called _Work Components_ which:
- Are more precisely defined
- Require smaller amounts of time and resources to complete
- Usually consist of sets of deliverables
- Estimating resources for a number of small, well-defined deliverables is easier than estimating a complex work component
- Each deliverable estimate is evaluated by an expert(s) in the associated task(s)
- The person responsible for the deliverable “owns” the estimate

## Work Breakdown Structure (WBS)

## WBS Example

- Build Project Management Courseware (*project*)
- Build Overview Courseware (*work component*)
- ...
- ...
- Build IT Application Specific Courseware (*work component*)
- ...
- ...
- Build In Depth Courseware (*work component*)
- Approved table of Contents (*deliverable*)
- First draft of Slides (*deliverable*)
- Feedback from Dry Run delivery (*deliverable*)
- Revised Slides (*deliverable*)
- Approval from D. Brown and L. Suarez (*deliverable*)

## Project Scheduling - Overview

- Concentrate on deliverables / milestones
- Assume fulltime dedication to deliverables (first-cut)
- _Always_ work with project activity networks prior to timelines
- No schedule is realistic without resource considerations
- People
- Space
- Equipment

## The Project Activities Network

- Project Schedule Goal:
- Optimum use of required resources
- Complete all deliverables on time
- Schedule development by identifying
- Effort required to create each deliverable in the WBS
- The order in which the deliverables must be completed.
- _Network diagram_ is a format to display interrelationships among activities; it consists of three basic elements:
- _Activities/Tasks_ – work necessary to progress from one project milestone to the next
- _Milestones_ – important occurrences that demonstrate continued successful project progress
- _Span times_ – calendar (or elapsed) times required to complete deliverables

## Project Activities Network Functions

- The Project Activities Network will help determine the following important information:
- _Critical Path_ – sequence of activities which takes the longest time to complete – or the shortest time in which you can complete the project
- _Float Time_ –  time which a deliverable can be delayed without affecting the overall time to complete the project
- _Earliest Start Date_ – earliest date that a deliverable may be started
- _Latest Start Date_ – latest date that a deliverable may be started without affecting the overall project schedule

## Time Planning

**Backward**
- Due date is given
- “Time Boxed”
- Releases

**Forward**
- Classical thought
- How long will this take to do?  (scope)

## Backward Planning

- Choose agreeable go live dates
- Choose user acceptance testing dates (same rules as go live)
- Determine time for implement phase
- Time box the scope
- Estimate chunks of scope through
- Analysis
- Design
- Build
- Test
- Prepare clients for moving functions out of scope as date approaches

## Forward Planning

- Is classical textbook planning
- Is best done using project planning software
- Still benefits from following a process** **

## Forward Planning

- 1. Solidify Deliverables

- “If you don’t know where you want to go, then
- it doesn’t much matter what you plan to do.”
- 		*- paraphrased from the Cheshire Cat*

- 2. Build WBS

- Based on Deliverables.
- Go to low level to get all Activities.

- 3. Build Network

- 5. Level Resources

- 4. Build Calendar

- Precedence diagrams.
- Use Finish to Start as much as possible

- Holidays, vacations, education

- Balancing Act

## Project Resources - Overview

- After a project time schedule is developed, plans should be prepared which identify the amount of each resource needed and the time at which it must be available
- Resource plans should be prepared for every deliverable
- Helps to decrease uncertainty of resource requirement forecasts
- Overall project resource plans can then be derived by combining the plans for the individual deliverables

- Personnel
- Funds
- Equipment

- Facilities
- Material
- Information

-    Project resources include:

## Resource Leveling

- After the initial scheduling of tasks, it is common to find that one or more resources are overbooked during certain periods
- Mostly the case with key personnel
- The more skills a person has, the more he/she is likely to be in demand
- Often space or equipment can be limiting
- Always the case during installation of the hardware
- The resource loading charts uncover conflicts
- These conflicts must be resolved
- Resource loaded schedule is _always_ longer

## D. Project Execution and Control

**D. Project Execution and Control**

## Project Execution and Control

**Lead**
**Delegate**
**Communicate**
**Coordinate ongoing activities**

**Measure**
**Evaluate**
_***ADJUST***_
**Document**
**Report**

***Whew! The planning is done.******Now build it!***

**Project Manager needs to:**

## Project Closing

**Project Closing**

## Closing a Project

-   Obtain approvals – proof of completion
-   Ensure user and stakeholder satisfaction
-   Lessons learned
-   Improve estimates for future projects
-   Improve project methodologies
-   Recognize team members and contributions
-   **CELEBRATE!**

***At onset, the project creates the team.***
***At closure, the team created the project!***

## LBNL Enterprise Computing

**LBNL Enterprise Computing**

## LBNL Project Management Strategy 

- Strengthen partnership between technical and functional organizations
- Undertake projects with Lab-wide perspective
- Ensure wide participation by the Laboratory user community
- Establish project charters as prerequisite for project initiation

** **

## From Strategy To Projects

**Strategy**

**Programs**

**Purpose**

**Benefits**

**Projects**

**Reviews**

**Integrated Project Management Office Influence**

## Project Related Endeavors

**Strategy** –  A framework guiding those choices that determine the nature and direction to attain an objective through programs and projects within an organization
**Program** – Consists of a group of projects supporting broad, general goals and managed in a coordinated way so as to achieve a set of defined objectives, giving effect to various (and often overlapping) initiatives and/or implementing a strategy.
**Subproject** – A distinct group of activities that comprise their own project which in turn is a part of a larger project.

## EC Project Structure

**IT Technical**
**Specialists**

**Project Steering**
**Committee**

**End User**

**Business**
**Specialists**

**Internal Audit**

**EC Project Structure**

- Project Team

**Project Sponsor**

**Project Director**

**Project Manager**

- As of 1/2/03

## EC Project Oversight

**IT Technical**
**Specialists**

**Project Steering**
**Committee**

**Project Manager**

**End User**

**Business**
**Specialists**

**Internal Audit**

**ECSC**

**Integrated Project **
**Management Office**

**Program Coordinator**

**EC Project Oversight**

- Project Team

**Project Sponsor**

**Program Sponsor**

**Enterprise Computing****Program****CIO**

- As of 1/2/03

## EC Program Structure

**Program**
**CIO**
** **

**ECSC**

**BLIS**
**Project Director**
**Diana Brown**

**IT Technical**
**Specialists**

**Integrated Project **
**Management Office**

**Project Steering**
**Committee**

**Chemical Inventory**
**Project Director**
**Robin Wendt**

**Project Steering**
**Committee**

**Project Y**

**Project X**

**Project Manager**
**TBD**

**End User**

**Business**
**Specialists**

**Internal Audit**

**Project Manager**
**Steve Abraham**

**IT Technical**
**Specialists**

**End User**

**Business**
**Specialists**

**Internal Audit**

**EC Program Structure**

**Program Coordinator**

**Project Sponsor**

**Project Sponsor**

**Program Sponsor**

- As of 1/2/03

## EC Roles and Responsibilities

- Approves Enterprise Computing Program Plan
- Approves Program-sponsored project priority list
- Allocates annual Program-sponsored project budget

**Program Sponsor:**

## EC Roles and Responsibilities

- Chair of Enterprise Computing Steering Committee (ECSC) – makes recommendations to Program Sponsor
- Formal liaison to Program Sponsor
- Responsible for Enterprise Computing Program’s success
- With guidance from ECSC, appoints Project Directors
- Establishes methodology and reporting requirements for Program-sponsored projects

**Program CIO:**

## EC Roles and Responsibilities

- Joint authors/owners of Enterprise Computing Program Plan
**Prioritizes Enterprise Computing projects**
- Reviews budget requests for Program-sponsored projects
**Reviews and approves Program-sponsored project steering committee memberships**
- Reviews and approves Program-sponsored project plans
- Holds quarterly meetings to review EC project status
- Makes strategic decisions impacting EC projects

**Enterprise Computing Steering Committee (ECSC):**

## EC Roles and Responsibilities

- Senior manager of a business area
- Submits budget requests for Program-sponsored projects
- Articulates the vision, benefits and meaning of changes to the business operation at high level
- Member of the project steering committee
- With Program Coordinator concurrence, recommends Project Director candidates to CIO
- Provides leadership to implement best business practices imbedded in the standard software

**Project Sponsor:**

## EC Roles and Responsibilities

- Executive Program Manager
- Responsible for maintaining Program/Project methodology
- Information manager for Program and all Program-sponsored projects
- Ensures quality and consistency of management of Program- sponsored projects
- Assists project directors with administration of projects (budget, scope, schedules)

**Program Coordinator:**

## EC Roles and Responsibilities

- Reviews project charters/plans in Program context
- Works with Program Coordinator to ensure quality management of Program-sponsored projects

**EC Roles and Responsibilities**

**Integrated Project Management Office:**

## EC Roles and Responsibilities

- Selected from the functional and technical areas impacted by the project
**Serves as the project change control board to provide oversight on scope/budget/schedule**
- Provides oversight to minimize software customization and changes to original project scope
- Removes barriers
- Advises Project Director
**Provides formal end user representation**

**Project Steering Committee:**

## EC Roles and Responsibilities

- Supports the project team in identifying internal controls
**Acts as control consultant, not decision maker**
**Exercises independence in system development review**
- Provides recommendations for operational improvements
- Communicates audit opinions to, and receives timely dispositions from the Project Manager, Project Director, and Project Steering Committee

**Internal Audit:**

## EC Roles and Responsibilities

- Senior Manager with authority for project execution
**Held accountable for project success**** **and has the metrics to measure the success
**Reports project progress to the CIO**
- Works with Project Steering Committee to document and maintain project change control
- Responsible for minimizing customization
- Negotiates resolution of cross functional issues
- Ensures wide project participation from the user community, including establishing user focus groups with formal representatives from scientific divisions

**Project Director:**

## EC Roles and Responsibilities

- Recommended by the Project Director and the Program Coordinator with concurrence of the project steering committee, and is appointed by the CIO and his/her respective line manager
**Develops and drives the execution of the overall project plan**
- Manages the project team
- Ensures project is compliant with appropriate standards

**Project Manager:**

## EC Roles and Responsibilities

- Provides technical expertise
- Conducts feasibility studies
- Provides estimates to Project Plan
- Performs data modeling and analysis
- Performs development programming and unit/system testing
- Performs deployment to production
- Adheres to technical standards
- Provides and maintains technical documentation
- Supports business specialists in developing and conducting training and materials
- Supports technology-driven process re-engineering efforts
- Supports enhancements to existing infrastructure

**IT Technical Specialist:**

**EC Roles and Responsibilities**

## EC Roles and Responsibilities

- Represents constituents and serves as communication conduit
- Participates in requirements definition
- Reviews requirements for clarity
- Participates in training, testing and acceptance
- Member of the deployment team

**End User:**

**EC Roles and Responsibilities**

## EC Roles and Responsibilities

- Serves as subject matter expert
- Works with end users to address requirements
- Establishes functional requirements with concurrence from end user representatives
- Identify business procedures that must change and adopt best practices
- Responsible for testing and quality assessment
- Develops and conducts training with assistance from IT Technical Specialists

**Business Specialist:**

**EC Roles and Responsibilities**

## Enterprise Computing Program Methodology

**Enterprise Computing Program Methodology**

**Project Director**

**Project**
**Management Team**

**Project**
**Sponsor/Director**

**Project  Team**

**Project Manager**

**Lessons****Learned**
**ROI**

**ABBA – Activity Based Budget Authorization**

## ECSC Project Initiation 

- Project Request
- Includes return on investment (ROI) estimate
- Business case analysis (BCA)
- Submitted by Project Sponsor (Business Area Manager)
- ECSC Review & Approval
- Requests prioritized
- Funded based on annual allocation by Program Sponsor
- CIO presents prioritized list to Program Sponsor for acceptance
- Project Charter developed after request approval

## ECSC Project Planning 

- Approved charter authorizes project planning process
- Project Plan
- Work breakdown structure (WBS)
- Schedule
- Budget
- Communication Plan
- Risk Management Plan
- Resource Assignments
- Change Management Plan

## ECSC Project Planning 

- Project Plan
- Reviewed by Program Coordinator and IPMO prior to submission
- Presented by Project Director for ECSC review
- Approved by CIO as Chair of ECSC and Program Coordinator
- Approved plan authorizes project execution / control and released project budget

## ECSC Project Execution and Control 

- Project Change Management
- Risk Management
- Status and progress reporting
- Monthly updates to CIO / Program Coordinator
- Quarterly to ECSC
- Issues / Action Items log

## ECSC Project Close 

- End deliverables review and acceptance
- Project Sponsor
- CIO / ECSC
- Close-out post implementation
- Lessons learned
- Business case analysis (ROI) follow up

- Celebrate!

## Summary

**Summary**

## Recommended Reading

- Project Retrospectives: A Handbook for Team Reviews by Norman L. Kerth
- Controlling Software Projects: Management, Measurement, and Estimates by Tom Demarco, Barry W. Boehm
- Peopleware : Productive Projects and Teams, 2nd Ed. by Tom Demarco, Timothy Lister
- The Politics of Projects by Robert Block
- The Deadline: A Novel About Project Management by Tom Demarco
- People and Project Management by Rob Thomsett
- Becoming a Technical Leader: An Organic Problem-Solving Approach by Gerald M. Weinberg
- Are Your Lights On?: How to Figure Out What the Problem Really Is by Donald C. Gause, Gerald M. Weinberg
- Teaching the Elephant to Dance: The Manager's Guide to Empowering Change by James A. Belasco
- A Whack on the Side of the Head: How You Can Be More Creative by Roger Von Oech

## Recommended Reading

- Quality Software Management, Vol. 1: Systems Thinking by Gerald M. Weinberg
- Quality Software Management, Vol. 2: First-Order Measurement by Gerald M. Weinberg
- Quality Software Management, Vol. 3: Congruent Action by Gerald M. Weinberg
- Quality Software Management, Vol. 4: Anticipating Change by Gerald M. Weinberg