1 EDD’s PROJECT MANAGEMENT METHODOLOGYPUTTING THE PMBOK INTO PRACTICE

2 Agenda Focus On High-Level Detail History, Background, & DevelopmentPMM Content The Future, Continuous Improvement Next Steps Hand-Outs This presentation will focus on accessing the PMM and a high-level overview of the content First, I will give a brief rundown of the history, background and development of the PMM, Then, Patti and Lance will give a high-level overview of the content Then, I’ll come back to address the future, including Continuous Improvement and next steps. On the table you will find, if you haven’t already, packets that include: PMM Table of Contents (High-Level) that we post on our Docushare system with hyperlinks to the various sections & templates. Detailed Table of Contents A Tri-fold about the PMM A Tri-fold about the PMO and its services And, a few copies of the handy-dandy Desk Reference that we hope will give you a quick reference for finding what you need in the PMM

3 History & Background PMBOK OTROS Oversight FrameworkReasons PMBOK OTROS Oversight Framework State CIO Requirements The Team Change Review Committee State Of Michigan Best of California – “Excellence in PM” The IT PMM Project Team was tasked with updating the existing PM Framework to be compliant with both the PMI’s PMBOK and OTROS’s Project Oversight Framework. The scope of the methodology was to be for ALL IT projects throughout the ENTERPRISE Due to the State CIO’s mandate that the department CIO be responsible for all IT projects and ALL projects within ITB. The team, initially, consisted of four staff, Lance Lance Williams, Project Manager, Patti Young, Sandy Murray & Larry Eastburn With various changes in ITB priorities, the team dwindled to finally, just Lance & Patti We also sought the participation of representatives from all of the department’s branches and all of ITB’s divisions. These representatives made up what we called a Change Review Committee that then reviewed the content, section by section, that was developed by the team. A great deal of excellent suggestions came from this group and we feel their participation add a much to the quality of the finished product. Early in the process we discovered that the State of Michigan had developed a PMBOK based methodology that was very comprehensive and has much of the structure we were looking for. Needless to say, we contacted the State of Michigan and they graciously allowed us to shamelessly plagiarize their material with abandon and we took them up on the offer. In December of 2004, the project was recognized by the Center for Digital Government and awarded the Best of California for Excellence in Project Management. The entire team was recognized for both the work they put into the Methodology PRODUCT, and also for a well-managed project. Actually, in this case, the award is for a project to improve project management and the value the product has to other state and private agencies that are in need of a PMBOK-based methodology.

4 The PMM’s Structure Six Sections Overview Initiate Plan ExecuteControl Close Appendices The PMM is made up of 6 sections, they are: Overview, Initiate, Plan, Execute, Control, and Close (based on the PMBOK’s project lifecycle). There are also a number of appendices that we’ll go over in a few minutes. Now, I’m going to give you some of the specifics on the Content.

5 Section 1 - Overview Introduces Project Management (PM) PrinciplesDefines PM Terms Introduces The Five Process Groups Explains The PM Roles & Responsibilities Discusses The Relationship Of The PMM To The SDLC The Overview Section of the methodology: Introduces Project Management Principles and discusses the Project Life Cycle and Process Flow It Defines PM Terms, and Answers the the questions: What is a Project? What is a Project Management? It Introduces The Five Process Groups Which are discussed in the next slides This section also Explains Project Management Roles and Responsibilities Such as the Project Sponsor, the Customer and the Stakeholders, and Discusses the relationship of the Project Management Methodology to the System Development LifeCycle Project Management processes are differentiated from Technical Product related processes. These are separate but parallel efforts

6 Section 2 - Initiate Project Manager Authorized To Expend ResourcesDevelopment And Approval Of The Project Charter Project Manager Authorized To Expend Resources Assigned Criticality Rating Initiate is the first process group It provides the Project Charter Template and discusses the Development and approval of the charter It discusses the roles and responsibilities for the initiation process such as the executive sponsor and the ITET. It also discusses the selection of the Project Manager and expresses authority for the Project Manager to Expend Resources The charter indicates the project criticality rating assigned by the control agency. This section also discusses the management of the Project Charter itself. Later, I’ll show you a copy of the charter template, itself.

7 Section 3 - Plan Integration Management Scope ManagementProject Plan Development Scope Management Scope Planning & Definition Time Management Activity Definition, Sequencing, & Duration Estimating Schedule Development The next section and process is Plan. It discusses Integration Management Which involves high level planning and ensuring that the project plan make a cohesive package Scope Management discusses Scope Planning and Definition And includes development of the Scope Statement and development of the Work Breakdown Structure The methodology provides guidelines for Time Management Including Activity Definition Which will be the basis for the project Activity List and the Scope Baseline, and Activity Sequencing and Duration Estimating Which will allow you to develop the the project Dependency Diagram. All of these steps result in The Development of the Schedule and ultimately an approved Schedule Baseline The new RESOURCE MANAGEMENT FRAMEWORK, currently being deployed at EDD in conjunction with Microsoft Project 2003 Server, addresses the technological processes of defining the documenting the project schedule and resource utilization. Although this framework is currently separate from the PMM, we are making sure that all training for the PMM & RM Framework are synchronized and, in fact, we provide PMM training to all Project schedulers and managers in advance of providing the RM/tool related training.

8 Section 3 – Plan (Continued)Cost Management Resource Planning Cost Estimating & Budgeting Quality Management Quality Planning Human Resource Management Organizational Planning & Staff Acquisition Cost Management Section of the Methodology provides guidelines for Resource Planning and discusses developing estimates of the cost of the resources needed to complete project activities. It provides the Cost Management Plan template. The methodology also addresses Cost budgeting which is the allocation of approved budget to individual project activities or work packages to establish a cost baseline for measuring project performance. The Quality Management section covers Quality Planning and provides guidelines for identifying which quality standards are relevant to the project and determining how to satisfy them. The Human Resource Management section discusses Organizational Planning & Staff Acquisition and provides guidance on the development of the Responsibility Assignment Matrix and the Staff Management Plan, the negotiation of resources between the project sponsor, project manager, and the various resource managers. This process also is enhanced through our new Resource Management Processes, related to our implementation of Project 2003 Server throughout the Branch

9 Section 3 – Plan (Continued)Communication Management Communications Planning Risk Management Risk Management Planning & Identification Qualitative & Quantitative Risk Analysis Risk Response Planning Procurement Management Procurement & Solicitation Planning The Communication Management section discusses Communications Planning, including development of the Stakeholder Analysis and the Communications Matrix or Communications Management Plan The Risk Management section covers Risk Management Planning & Identification Qualitative & Quantitative Risk Analysis and Risk Response Planning and provides tools to record and track risk activities that meet the requirements of the Department of Finance Oversight requirements. The Procurement Management section discusses Procurement & Solicitation Planning and the processes the Project Manager uses to identify the needs of the project that can be met by purchasing products or services from outside the ITB. Solicitation planning covers the processes and documentation that are needed to support obtaining bids or proposals from prospective contractors.

10 Section 4 - Execute Project Plan Execution Team DevelopmentInformation Distribution Quality Assurance Solicitation, Source Selection & Contract Administration Now that you’ve planned the work, it’s time to work the plan. Project Plan Execution is, of course, carrying out the project plan by performing the activities. Most of the budget is spent here, but much less of the methodology is dedicated to this topic. Team Development is the soft skills for developing the staff that are assigned to perform project activities into a cohesive and productive team. Team Development includes the involvement and buy-in of team members (ITB Cultural Principle – Teamwork). And it may include conflict resolution, team and staff reward & recognition. Information Distribution is the implementation of the Communication Management Plan and making the needed information available to project stakeholders. Quality Assurance is evaluating overall project performance on a regular basis to provide confidence that the project will satisfy the relevant quality standards. We, admittedly, do not have a well developed quality assurance practice within the department. This is an evolving function and the next couple of iterations of the PMM will be putting more meat on the bones of this material. Procurement processes include Solicitation, Source Selection, and Contract Administration : Because of the high state of continuing changes of State procurement policies and procedures when the PMM was being developed, the PMM does not attempt to define them. The project manager is expected to write the SOW, including requirements specifications. Project managers are referred to BOPSD’s Acquisitions & Asset Management Unit for current information. This is another area that will be more thoroughly fleshed out in subsequent releases, as the State’s procurement practices re-stabilize and initiatives such as Strategic Sourcing are put into place.

11 Section 5 - Control Performance ReportingIntegrated Change Control – To Baseline Scope Verification – Formal Acceptance Scope Change Control – To Baseline Schedule Control – To Baseline Cost Control – To Baseline Risk Monitoring & Control Quality Control Section 5 Control processes ensure that project objectives are met by regularly monitoring and measuring progress to identify variances from the plan. Performance Reporting is the collecting and disseminating performance information. It includes status reporting, progress measurement, and forecasting. Among other things, Dept of Finance requires the tracking and reporting of work plan activities, resource utilization, schedule, and milestone completion. Integrated Change Control means maintaining integrity of the performance measurement baselines, with changes reflected in P. Plan. It means ensuring that changes to product scope are reflected in project scope. You define your Issue and Change Control Systems in your Change Mgmt Plan. Issues, Risks, and Change Requests are reported and tracked in the Microsoft Project Server environment. Scope Verification for obtaining formal acceptance of the project scope by the stakeholders. Scope Change Control managing and influencing the factors that create scope changes to ensure that the changes are beneficial. It means determining that a scope change has occurred or needs to occur; and managing the actual changes when and if they occur. Schedule Control Finance requires use of PM software to record completion of planned tasks, actual hours expended by task, and estimated hours to complete task. Cost Control includes monitoring cost performance to detect variances from Plan. It means ensuring all approved changes are recorded in Cost Baseline; and informing stakeholders of changes. Risk Monitoring and Control addresses OTROS’s requirements for risk management. The PMM section describes processes for identifying new risks, keeping track of risks, ensuring the execution of risk plans, and evaluating effectiveness in risk reduction. A Risk Matrix worksheet template and the Microsoft Project Server environment mentioned earlier are two tools that can help to track risks. Quality Control means monitoring project results to determine compliance with relevant quality standards and identifying ways to eliminate causes of unsatisfactory results.

12 Section 6 - Close Contract Closure Administrative ClosureLessons Learned Project File Continuous Improvement – PMM Feedback Celebration Of Success Recognition, Awards, Sharing From PMM and PMBOK: The processes within Section 6 Close may signify the end of a phase or the project itself. Contract Closure means completion and settlement of all contracts, including resolution of any open items. Administrative Closure begins with a signed Formal Acceptance Form, whether for a major, minor, or final deliverable. You conduct your Lessons Learned session and write the report; you update the Project File (hard and softcopy), including at least the PM artifacts and contract files specified in the Scaled PMM Requirements Matrix, and you include an index to all Project File contents). Finally, you provide “continuous improvement” feedback to the PMO about how well the PMM worked in your project. Celebration of Success means formal and informal recognition; Superior Accomplishment Awards; and sharing of successes.

13 20 Standard Templates Charter Background/Purpose ObjectivesScope and Deliverables Assumptions and Constraints Authority and Oversight Roles and Responsibilities Acceptance Signatures The PMM currently has 20 project management templates. Although we encourage the use of these templates in their “out of the box” condition, we have created them so that they can be easily modified to accommodate the unique conditions of a specific project. The Scaled PMM Requirements Matrix states that all projects begin with a signed Project Charter that includes background & purpose, objectives, scope & deliverables, assumptions & constraints, authority & oversight descriptions, roles & responsibilities, and acceptance signatures.

14 20 Standard Templates Project Plan Business Case Project ApproachProject Plan Documents Summary Checklist Scope Statement Knowledge Area Management Plans Activity List, WBS, Dependency Diagram All projects require a Project Plan – higher criticality projects require a more thorough project plan. The Project Plan Template asks for business case and project approach, and has a checklist for all of the artifacts that you will be required to produce. You will note at the top of each template is a standard set of demographic data, including Project ID, Project Name, Project Manager, Project Criticality rating, etc. This allows each template to stand alone as a source of specific information regarding that subject matter, while remaining in context with the project as a whole and all of the documentation that comprises the Project Plan.

15 20 Standard Templates Scope StatementList project results/ completion criteria List in-scope activities List out-of-scope activities The Scope Statement Template asks you to identify project results, completion criteria, in-scope and out-of-scope activities.

16 20 Standard Templates Risk Matrix Risk Event Description ImpactProbability Time Frame Severity Risk Response Strategy Mitigation/ Preventive Measures Contingency The Risk Matrix is an essential tool to < click > document project risks, < click > their attributes, < click > the planned strategy to mitigate them, and action items.

17 20 Standard Templates Communication Matrix Information (What)Purpose (Why) Stakeholder (To Whom) Frequency (When) Format (How) Responsibility (From Whom) The Communication Matrix asks you to identify what information must be communicated, why, to whom, when, in what format.

18 Formal Acceptance Form20 Standard Templates Formal Acceptance Form For acceptance of phase or major deliverable, or final product List deliverables, with planned and actual dates Explain variances “Approved as is,” “with changes,” or “Denied” Finally, the last artifact from any major, minor, or final product deliverable is the signed Formal Acceptance Form. These were just six of the 20 templates contained in the PMM. You can reach these and the others with the hyperlink in the salmon-colored tri-fold.

19 Appendices Scaled PMM Requirements Matrix Roles & ResponsibilitiesBased On Project Criticality Rating (Low, Medium, or High) Roles & Responsibilities Categories & Examples Of Risk Glossary Issue Risk & Change Database (IRC) Adlib … SCALED PMM REQUIREMENTS: You will also find matrixes at the beginning of each section of the Desk Reference that provide guidance on what processes and deliverables are required for projects based on the three criticality ratings. Adlib … ROLES & RESPONSIBILITIES: Comprehensive list of all R&R for the entire project lifecycle. Adlib … TO SUPPORT TAXONOMY-BASED RISK ASSESSMENT similar to that referenced in the IEEE standards, we have included a large list of Risk Examples and Categories to aid in the initial risk assessment of projects. Adlib … The GLOSSARY PM TERMS included in the Appendix has also been included in the effort to develop a Comprehensive Branch-wide Glossary. We have also created an Issue, Risk & Change Database (in Microsoft Access) that for Risk captures the same information as the Risk Matrix, but allows a more robust reporting functionality. It also allows for Risks and Issues to “Change State” and become a Change.

20 Desk Reference Printed & Bound Hard-Copy For Project PersonnelList Of Each Process Within Each Section Checklists For Each Artifact

21 The Future Continuous Improvement Microsoft Project 2003 CustomizationLessons Learned From Projects New Industry Best Practices (PMBOK3) Changes In Enterprise Culture Responding To Control Agency Requirements Microsoft Project 2003 Customization

22 Next Steps Active Project Transition ProcessTraining Development Project In Partnership With EDDU & On-Line Courses Overview & Initiate/Plan Modules Complete Other Modules To Come

23 Are There Any Questions?THANK YOU Are There Any Questions?