Developing a Standard Approach to Project Management Nancy Nichols, MBA, PMP PMI-SVC PMO Forum July 28, 2010

Why develop a standard approach? Consistent process Common goals Handoffs, Turnover Successful outcome

Standardized PM Practices = Better Project Performance Source: 2008 PMI Pulse of the Profession Survey sent to 1691 members and credential holders who are not trainers or consultants, margin of error ± 2.4 percent at a 95% confidence level

Standardized PM Practices = Better Project Performance Source: 2008 PMI Pulse of the Profession Survey sent to 1691 members and credential holders who are not trainers or consultants, margin of error ± 2.4 percent at a 95% confidence level

Standardized PM Practices = Better Project Performance Source: 2008 PMI Pulse of the Profession Survey sent to 1691 members and credential holders who are not trainers or consultants, margin of error ± 2.4 percent at a 95% confidence level

Standardized PM Practices = Better Project Performance Source: 2008 PMI Pulse of the Profession Survey sent to 1691 members and credential holders who are not trainers or consultants, margin of error ± 2.4 percent at a 95% confidence level

Standardized PM Practices = Better Project Performance Source: 2008 PMI Pulse of the Profession Survey sent to 1691 members and credential holders who are not trainers or consultants, margin of error ± 2.4 percent at a 95% confidence level

How to develop a standard approach? Utilize existing templates and process where possible Engage project managers in the process Collaboration

Program Components Kickoff Meetings Mentor Projects Overview Classes Create Process & Templates Pilot Process & Templates Focused Workshops & Training Evaluate Process & Templates Define Merced Process Complete PM Handbook Train the Trainers & Mentors Project Handoff City of Merced – Merced Approach to Projects (MAP)

Deliverables Training Handbook Templates Guidance for new PMs

Training Executive Briefing What is Project Management? Directed workshops Self study for new PMs

Handbook “How To” –Basic PM principles –Organization practices Project Phases and Activities Templates and Sample Documents

Project Phases and Activities EXECUTING MONITORING CONTROLLING  Project Execution Kickoff  Tracking  Status Reporting o Planned vs. Actual Cost & Schedule o Change Control/Scope Management  Contract Management INITIATING  Project Concept Review and Approval o Approval Criteria o Stakeholder Identification o Preliminary Scope Review Meeting o Funding Review & Adjustment PLANNING  Project Planning Document Completion o Kick off Meeting o Scope & Requirements Defined o Team Roles & Responsibilities Defined o Communication Plan o Project Schedule o Project Budget o Risk, Change and Quality Plans  Procurement & Contract Award CLOSING  Project Evaluation o Celebration o Operational Handoff  Contract Closure  Lessons Learned  Project Documents Archived City of Merced – Merced Approach to Projects (MAP) 2010

Activities link to Templates City of Merced – Merced Approach to Projects (MAP) 2010

Templates City of Merced – Merced Approach to Projects (MAP) 2010

Document Links City of Merced – Merced Approach to Projects (MAP) 2010

Streamlined Process City of Merced – Merced Approach to Projects (MAP) 2010

Access to Resources City of Merced – Merced Approach to Projects (MAP) 2010

Measures of Success Success of this project will be measured by the use and acceptance of the process and templates Management should assess the program based on the following: –Are the processes in the handbook clearly defined and understood by staff? –Can a new employee or someone new to project management gain enough information to successfully manage a project from Intranet resources? –Is there ongoing interest to learn more about project management and submit templates and sample documents to be posted and shared?

Lessons Learned Develop user buy-in through collaborative effort Need flexible process and templates to adapt to current and future process Plan to develop ongoing in-house support

Questions? Thank you Nancy Nichols, MBA, PMP Project and Management Consulting (916)