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Strategic Management of Multiple Projects (aka Project Whispering)
The document discusses the importance of program and portfolio project management (PPM) for organizations using Drupal, particularly as they manage multiple concurrent projects in complex environments. It outlines a framework for PPM, explains the relationship between projects, programs, and portfolios, and emphasizes the need for effective resource allocation and risk management. The document also touches on the operational benefits of standardized project management processes and offers guidance on selecting tools and implementing strategies for successful PPM.
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Strategic Management of Multiple Projects (aka Project Whispering)
- 1. Strategic Management of Multiple Projects aka“Project Whispering” By Nicole Lind SVP, Treehouse Agency [email protected]
- 2. What we’re talkingabout 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?
- 3. Why Drupal needsprogram and portfolio project management Drupal is all grown up Entering the enterprise business and government space Increase in the number of projects running concurrently in a given organization
- 4. Why Drupal needsprogram and portfolio project management Drupal complexity More 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
- 5. Goals of thissession Provide a management framework for PPM Discuss the concepts and effects of program management Introduce project portfolio management Explore options in tools
- 6.
- 7. Management Framework Project Portfolio Management Program Management Project and Product Management
- 8. Management Act of creating plans and managing Framework resources to accomplish a project. A project is a scheduled Project undertaking for the Management purpose of creating a product or service. Project Portfolio Management Program Management Project and Product Management
- 9. Management Responsible for the overall success of a Framework product. Products may consist of multiple projects. Product managers Product remain to manage the Management product through the its entire lifecycle. Project Portfolio Management Program Management Project and Product Management
- 10. Management Act of creating and managing multiple Framework projects. Typically, projects are distinct but related through Program dependencies. Management Project Portfolio Management Program Management Project and Product Management
- 11. Management Management process designed to help an Framework organization sort and prioritize projects to align with business objectives. PPM includes: Project Portfolio Establishment of Management project analysis criteria and scoring model Project Portfolio Management Project information acquisition and analysis Sorting and Program Management prioritization of projects on established criteria Project and Product Management
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- 13. Understanding Program Management Defining ProgramManagement Project Management Office (PMO) Dependencies Project Templates
- 14.
- 15. What is aProgram? “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)
- 16. Like it orNot… If you have multiple concurrent projects, you have a program.
- 17. The Effective Program Acollection of projects that work together toward a common cause, a common goal, and a common purpose, and realize gained benefits for the organization.
- 18. Relationship between Programs andProjects Mission/Vision Program Program Program 1 2 3 Project 1 Project 1 Project 1 Project 2 Project 2 Project 2 Project 3 Project 3 Project 4
- 19. Grouping projects into programs Chronologicalorder Logical program phases Technology used Other logical grouping Resource availability Scheduling Etc.
- 20.
- 21. The Goal End “us vs. everyone else” mentality Coordinate project managers Use project intelligence to make better business decisions All parties work together toward common vision and purpose
- 22. How Managed Programs Helpthe Organization Directly support org mission Target org benefits Counteract tunnel vision
- 23. Risks of TunnelVision Project Managers Business Managers Resource stockpiling High revenue/low profit Schedule sandbagging Random diversification Bloated estimates Overpromising Territorial fiefdoms Getting lost in details Ignoring project interactions encourages bad habits and missed opportunities
- 24. Why it Works Defineand document links between projects Shared resources (people, tools and facilities) Risk mitigation activities Project integration management and change control
- 25. Avoids… Over or misallocationof resources Competition for resources Protectionist behavior Clashing systems and processes
- 26. Encourages… “Clean” resource allocation Accurateestimating Realistic planning Integrated systems and processes
- 27.
- 28. Project Management Office (PMO) Primarygoal: 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
- 29. 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 We want program experts, NOT just general project management experts
- 30. The De-Centralized PMO Less emphasis on classical PM experts PMs are embedded in well-defined Programs PM skills align with program projects and business drivers Consistently working within programs allows better skills alignment and tighter teams
- 31. 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) Identifying dependencies is critical to effective resource allocation
- 32. 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 Standardize project plans & lifecycles to avoid starting from scratch
- 33.
- 34. “the concept offocusing 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)
- 35. Relationship between Projects, Programsand Portfolios Mission/Vision Portfolio 1 Portfolio 2 Operations Program 1 Program 2 Program 1 Program 2 Program 3 Project 1 Project 1 Project 1 Project 1 Project 1 Project 2 Project 2 Project 2 Project 2 Project 2 Project 3 Project 3 Project 3 Project 4
- 36. Organizational Impact Moveaway 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
- 37. Project Chartering Model Providesquantitative 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
- 38. Key Elements ofPPM Identify business objectives Prioritize objectives Apply project chartering model Rank projects by chartering scores
- 39. Project Chartering Example TopCriteria: 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
- 40. Sample Scoring Diversification Diversification Repeat Potential Project Profit Potential (technology) (sector) Business Total 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
- 41.
- 42. Selecting a Solution Identify your requirements first Consider options based on requirements Custom build vs. off-the-shelf
- 43. Custom build Pros Cons Exactly what you need (in Expensive theory) Time-consuming Full platform control Reinventing the wheel Iteratively create features as needed Untested
- 44. Off-the-shelf Pros Cons Faster May not meet all your needs Proven solution (in theory) Feature bloat Can be less expensive May be tied to expensive May have ample service contracts documentation “Someone to blame”
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- 46. Present Solution Realities No 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
- 47.
- 57. Rollout of thesolution Daunting challenges How long will it take? How will you know when you are done? Where do you start?
- 58. Rollout of thesolution Take a phased approach Judiciously select features Acclimate users gradually Keep processes and tools aligned
- 59. Sample Rollout Phasing 1.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
- 60. Final thoughts Projectand 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.
- 61.
Editor's Notes
- #2 ----- Meeting Notes (8/24/11 11:43) -----Limited introduction of myself. Save for later slide when I talk about my professional experience
- #4 Upshot: we’re not talking about a groups of devs building one site at a time anymore
- #5 Upshot: talent must be carefully allocated across projects to ensure skill coverage and cost-effectiveness while avoiding burnout of key resources
- #8 Upshot: Project portfolio management provides the strategy that sets priorities for program management; program management requirements guide project and product management. Order contrasts with future slide showing org evolution…evolves up, but once in place flows down.
- #13 Upshot: organization evolves in reverse from PPM framework flow…project/product management happen in isolation, then program begins to manage relationships between projects and make project management smarter, then PPM is introduced to do so strategically and align projects with business objectives…over time, org gets smarter and manages more effectively
- #18 Not performing program management does not mean you don’t have a program. It means you are leaving your program unmanaged.
- #39 Sales needs to understand the types of projects that fit portfolio strategyResell done projects to improve profits marginsStrategically seek out good matches to portfolio
- #51 Re: untested---usability, bugs, effectiveness of features and workflow, etc.
- #52 Re: untested---usability, bugs, effectiveness of features and workflow, etc.
- #54 *** To tweet prior to slide.