#INreno15 CUG07 – THE THEORY OF EVOLUTION IN SUCCESSFUL PROJECT MANAGEMENT Craig O’Connor, mcaConnect | GG Rowe, Planar Systems, Inc. Frank Vukovits, Fastpath | Tom Farmer TricorBraun

#INreno15 A LITTLE ABOUT CRAIG  Implemented version of Axapta/Dynamics AX (3.0 – AX2012 R3)  Lead projects in 6 different countries  CFO of 2 different manufacturing companies  Involved with AXUG back in 2004  2

#INreno15  IT Project Manager at Planar Systems, Inc.  20+ years experience managing software application projects – ERP, SaaS, Custom Apps – IT, cross functional, multi-regional, multi-vendors – Conversions, acquisitions, mergers, divestitures – Waterfall, agile, scrum – MS Project, Excel, SharePoint, Jira  Led AX 2012 RTM/CU3 implementation at Planar  AXUG member since 2013  PMP certified since March 2009  Phone: A LITTLE ABOUT GG ROWE

#INreno15 A LITTLE ABOUT FRANK  Implemented versions of Axapta/Dynamics AX (3.0 – AX2012)  Lead manufacturing projects, global install in 6 different countries  Worked as PM both on the customer and user side  One of the founders of AXUG  4

#INreno15  Sr. System Architect at TricorBraun  Project Management experience includes enterprise software implementation and engineering projects  Worked with AX as an implementing partner and a user  Implemented versions from AX 3.0 to AX 2012  AXUG member since 2010  PMP certified since March 2006  Co-Chair of AXUG Missouri Chapter  Phone: A LITTLE ABOUT TOM

#INreno15 CRAIG O’CONNOR 6

< 50% of ERP Implementations are considered a success What are the reasons? Lack of Executive Management Commitment Inadequate Requirements Definition (to the Vision) IT Driven not Business Driven Not Adhering to a Formal Project Methodology Inadequate (or the wrong) Resources Resistance to Change/Lack of Buy In/Unmanaged Change Misfit of Application Software to Business Process Unrealistic Expectations of Benefits and ROI Poor Project Design Leading to Extensive Modifications Poor Communications Ill Advised Cost Cutting (or inappropriate investment from the beginning)) Source:

3 PILLARS OF SUCCESS People Process Technology

#INreno15 GG ROWE 9

PROJECT AND ISSUE TRACKING 10

#INreno15  Project Planning – Filled with dependencies, cross-functional and management input – Tons of thought goes in during this phase – A very detailed project plan is developed…  Project Execution – Do you review activity against the original plan? – Update future planned dates due to dependency changes? – Do you track issues as it relates to the project plan and schedule? – Does the project team understand the plan? Management? THE PROJECT PLAN 11

#INreno15  Defining the Issue – Missed requirement, Testing failure, Development need, Bug, etc. – Who owns the task/issue and who owns the resolution?  Prioritizing the Issue – How critical is it? – What or who is the impact?  Time Phasing the task/Issue – When does it need to be resolved? – Where does it fit overall to the project schedule? DOCUMENTING THE TASK/ISSUE 12

#INreno15  The solution – Who should be involved in solving? – Use CAIRO Chart – Consult-Approve-Inform-Responsible-Omit  Losing Track… – s can contain multiple issues or spawn discussions – Spreadsheets can limit visibility and editing capabilities – Size of project may deem the need for an online tool or database  Benefits – Use as a knowledgebase, closed loop communication – Management reporting, project tracking TRACKING TO RESOLUTION 13

#INreno15 TRACKING AND COMMUNICATION Sample Format

#INreno15 TRACKING/VISIBILITY – DASHBOARD BY FUNCTION Sample Format By priority, phase, planned vs. active, open vs. resolved, cross-functional, etc…

#INreno15 TRACKING/VISIBILITY – DASHBOARD BY PROJECT 16 Sample Format By phase, schedule date, functional vs. technical, open vs. resolved, etc…

#INreno15 FRANK VUKOVITS 17

#INreno15  Managing Change in Organization – Organizational Change Management (OCM) Strategy – Tone starts at the top – Communicate outside of core project team – Can be model for all large scale company projects  Managing Change in People – Identify and cater, when possible, to personal motivations – Set goals and reward – Don’t let one ‘bad apple’ be your most vocal project communicator – Understand people, except us crazy PMs, doesn’t usually like change  Planning for Change Management – Make sure it is included in Project Plan – Train Managers around change management if required CHANGE MANAGEMENT 18

#INreno15 TOM FARMER 19

#INreno15  Methodology – What is it? – Why use it?  Examples and tools – SureStep – methodology for implementing Microsoft Dynamics – Life Cycle Services – tools for managing implementation and maintenance of Microsoft Dynamics – PMI PMBOK – description of common project management practices  Waterfall/Agile PROJECT MANAGEMENT METHODOLOGIES 20

#INreno15 QUESTION & ANSWER 21

#INreno15 THE SURVEY SAYS…  Helps User Groups improve – They really do read EVERY one – Improvement starts with your feedback  There is a survey for EACH session – Get one from your speaker/session leader  Fill it out  Turn it in 22

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