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

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

3. 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

4. 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

5. 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

6. 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

7. 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

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

9. 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)

10. Deliverables Training Handbook Templates Guidance for new PMs

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

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

13. 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

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

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

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

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

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

19. 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?

20. 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

21. Questions? Thank you Nancy Nichols, MBA, PMP Project and Management Consulting (916) 390-2316 Nancy_Nichols_PMP@msn.com