Project and Portfolio Management PM101: The Essentials Hosi Karzai: Project Manager, IT Services, TTU Tom Wallace: Associate VP for Information Technology, MTSU Shane Colter, Project Manager, Office of Information Technology, UTK April 20, 2015

Agenda – Project Management What is Project Management The Role of the Project Manager Project Management Processes Project Management Phases Project Management Framework Project Management Plan Project Governance Wrap up, Q&A

Who We are Hosi Karzai Tom Wallace Shane Colter, PMP Project Manager, IT Services, TTU 24 years in higher ed. and Industry IT Purdue University, West Lafayette, IN Marriott International Headquarters, Bethesda, MD ICI Systems, Washington, DC FannieMae, Washington, DC Educause, Eli, Grace Hopper, Anita Borg Institute, NCWIT, PMI Associate VP for Information Technology, MTSU 25 years at Volunteer State Comm Coll 9 years MTSU EDUCAUSE, EDUCAUSE Leadership Institute, PMI Project Manager, Office of Information Technology (OIT) 18 years at University of Tennessee, Knoxville 4 years OIT PMO 1 year interim Associate CIO 10 years instructional tech UT Employee & Organizational Development Trainer – Project Management East TN PMI Chapter PMP® certification trainer EDUCAUSE Institute Management, PMI, UT Leadership Program Goal – establish partnership with TBR and UT institutions in an effort to reuse policies, procedure, templates, lessons learned

TTU, MTSU and UTK IT Departments Project Management Offices Established Project Management office in 2014 Established Collaboration teamsite Established guidelines and document templates Established PM processes – work in progress as the teams grow in this environment Continuously educating ITS members on PM processes Established Portfolio Management Office in 2014 – (Work in Progress) Strategic projects portfolio and budget allocation completed Collaborating with UTK, MTSU, UTC and other universities nationally Joined Nashville PMI Chapter MTSU In the planning and implementation phases of a Project Management and Portfolio Management Offices

TTU, MTSU, UTK IT Departments Project Management Office (Cont.) Established Project Management Office in 2009 developed PM Fundamentals training provided PM for large OIT projects Implemented “PM Lite” methodology in 2012 MS Office templates standard methodology quarterly project reviews Implemented PPM tool (Unanet) in 2014

What is a project?

What does a Project Manager do?

Definitions A project is a temporary endeavor undertaken to create a unique product, service, or result. A project has a defined start and end date. Every project is constrained by Project scope, resources, budget and time Project Management is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.

Who is a Project Manager? PMI defines a Project Manager as: The Person assigned by the performing organization to achieve the project objectives Objectives Organizing the Project Team Planning and facilitating the project work Keeping the Project Team on Task Communicating with the Project Sponsor Down and Dirty: The person responsible for seeing the project through to completion

What the Project Manager IS NOT The Project Manager is not the person accomplishing the goals Can be the same person, but the roles need to be separated The Project Manager is not the person getting the blame or credit for the finished output Should be held accountable for keeping the project on task Should be able to escalate issues to the project sponsor Talk about IT Project Manager – small, medium and large scale project deliverables – Shane Facilitating, documenting, tracking the work

What does a Project Manager do? Adhere to Project scope, resources, budget and time Establishing accountability and results Holding teams accountable to deliverables IT and Business units reach consensus on deliverables before work starts Signed copy of scope document by both business and IT units Define guidelines if requirements change what the implications are Get projects completed within the parameters of project deadlines Communicate and Collaborate including all requirements, processes, and document deliverables up to project closure Pre-intake document, scope, functional and requirements specs – signoff from both functional and IT leadership before development starts Hosi – Show documents and demo teamsite – communication and collaboration site for all projects Shane – discuss how UTK manages projects

PM Process Basics Collaboration site establishment (teamsite or website) Document templates and guidelines End user training – Everyone Leadership sponsorship – KEY Across organization PM Implementation enforcement Correlation between faculty not being trained to teach and IT units and functional teams not trained to manage projects or knowing the processes involved in launching a project successfully How do we bride the gap? Hosi – TTU Shane _ UTK

Project Sponsor(s) The person(s) that provides the financial and/or implementation resources for the project Can be inside or outside of the organization Heavily invested in project success Needs to be able to make the decisions about the project Needs to be the project champion and own it Change management is curtail to Project management – Examples of successes and failures TTU UTK

Why Project Management? The Standish Group Chaos Report Project Failures – 15% Challenged projects – 51% Project Success – 34% Level of Success depends on: Executive Support User Involvement Clear Business Objectives Give examples of scenarios: TTU – UTK - Idea of whoever delivers the work outlines what is required to deliver the work. Go to the lowest level to outline exactly what it takes to deliver a project

Project Management Standards The Project Management Institute (PMI) More than 265,000 members in over 170 countries PMI is the leading membership association for the project management profession. Founded in 1969 by Project Managers Headquarters in Newton Square, PA Publishes the Project Management Body of Knowledge (PMBOK)

PM Process Phases Handout Go over the idea during the presentation and hand out this slide. Why they are important. Adding application life cycle to PM Process Multiple parties with multiple priorities reaching consensus “charter” and planning on requirements

PM Framework Handout Go over the idea during the presentation and hand out this slide. Why they are important. Multiple parties with multiple priorities reaching consensus “charter” and planning on requirements

Flow Diagram

Project Governance

The PM Plan Scope Schedule Cost Subsidiary plans Scope management Requirements management Schedule management Cost management Quality management Established teamsite or website for effective communication and collaboration between stakeholders and development team Create guidelines document Create Document templates for teams to use

Subsidiary Plans (cont.) Process improvement Human resource management Schedule management Quality management Communication management Risk management - Security Procurement management Stakeholder management Change Management

Summarize skills of PM Leading Organizing Communicating Planning Technical oversight Budgeting Team building Praising Documenting Negotiating

Last Thing to DO! Write down the name of a project manager in your organization Write down a question, issue, or area of interest that you want to go back and talk to that person about

Q&A

Thank You!