1. The “Accidental” Project Manager
Session ID#:
Project management for the non-project manager!
Prepared by: Peggy Christensen
Name: Peggy Christensen
Title: Manager, Enterprise Software & Data Services
Company: Hamilton Telecommunications
#JDEINFOCUS

2. Agenda About Hamilton Telecommunications
Who are we and why are we talking to you about Project Management?
What is a Project?
I’ve been named “Project Manager”, so where do I begin?
Project governance
Develop a project schedule
Motivate stakeholders and project team members
Project Communication
Project Success vs. Failure
NEW! JD Edwards Project Management SIG

3. About Hamilton Telecommunications
A diversified communications and technology service provider based in Aurora, Nebraska
Founded in 1901 as a local telephone cooperative, the company has grown to encompass seven primary divisions that operate on a local, regional and national basis
Telecommunications and Technology Solutions
Broadband Internet and Business-class Ethernet
Fiber-optic Infrastructure
Managed Hosting, Networking and Data Center Operations
Hamilton Relay and Hamilton CapTel – Telecommunications Relay Services for individuals who are deaf, hard of hearing, deaf-blind or have difficulty speaking

4. About Andrew… 15+ years of JDE Experience JDE Generalist
End User to Evangelist
World to E9.1 (soon 9.2)
JDE Generalist
Development
Project Manager
CNC “lite”
Functional Analyst
Business Analyst
Technical Analyst
ETC … I JDE
Senior Applications Administrator
Hamilton Telecommunications
@ostdiekandrew

5. About Peggy… Financial Services / Telecom Software Implementation
Software Development
Business Analysis
Acquisitions/Integration
Business Intelligence
Project/Program/Portfolio
Manager
Enterprise Software & Data Services
Hamilton Telecommunications

6. What is a Project?
It's a temporary endeavor undertaken to create a unique product, service or result.
A project is temporary in that it has a defined beginning and end in time, and therefore defined scope and resources.
And a project is unique in that it is not a routine operation, but a specific set of operations designed to accomplish a singular goal. So a project team often includes people who don’t usually work together – sometimes from different organizations and across multiple geographies.
Proprietary and Confidential Information of

7. Project Examples Building a House… Making wine… JD Edwards projects
Implementation, Conversion,
Upgrade, Process Improvements

8. Where to I begin this journey as Project Manager?
Identify your company’s project governance structure
Financial components
Organizational components
Who is your project sponsor?
Do you have governance committees?
Understand your role as Project Manager
Expectations / clarity
Agreement with Project Sponsor

9. Where to I begin this journey as Project Manager?
Draft a Project Charter and include:
Scope - what is IN and OUT
Goals/outcomes to be achieved
Define measurements
Project participants / team
Project Manager authority
Gain buy-in for content in Charter

10. Develop a project schedule
Each project needs a schedule as a communication tool, so the team can easily see:
Tasks each team member is accountable for
Dependencies - predecessor and successor tasks
How each team member’s tasks contribute to the end result
Progress along the way…

11. Project scheduling
Douglas (2007)

12. Motivate & manage stakeholders and the team
Identify who “pulls the strings”
Develop strategies to manage stakeholders and team members
Recognize that others may not have the same motivations that you do!
Resolve Conflicts!
Observe team / identify conflicts
Negotiate
Transparency

13. Project Communications
Communicate!
What?
To whom?
How often?
In what formats?
Consider sensitive information…
Communicate!
Communicate!

14. Communication – Project Status

15. Project Success vs. Failure
User Involvement
Executive Support
Clear Requirements
Proper Planning
Realistic Expectations
Clear Vision & Objectives
Smaller Project Milestones
Ownership
Hard working, focused staff
Failure
Lack of User Involvement
Lack of Executive Support
Incomplete Requirements
Lack of Planning
Unrealistic Expectations
Changing Requirements
Outcome no longer desired**
Lack of IT Management
Technology Illiteracy
Lack of Resources

16. NEW! JD Edwards Project Management SIG
COLLABORATE 2017 – noticed significant project management discussions in several sessions
Maybe time for a Project Management SIG!
Just getting started…
Interest in being a SIG board member? Joining the PM SIG?
First meeting likely in October 2017

17. References www.PMI.org www.ProjectManagement.com
Douglas, D. D. (2007). The new PMI practice standard for scheduling. Paper presented at PMI® Global Congress 2007—North America, Atlanta, GA. Newtown Square, PA: Project Management Institute.

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