1. Project & Portfolio Management PM101: The Essentials
Deborah Whitten
Assistant Vice President
IT Planning and Program Management
Arizona State University
February 11, 2014

2. Agenda – Project Management
What is Project Management
The Role of the Project Manager
Project Management Processes
Project Management Plan
Estimating
Resource Management
PM Maturity Model
Wrap up, Q&A

3. Your Host

4. Deborah Whitten AVP, IT Planning and Programs
24 years in higher education IT
Purdue University, West Lafayette, IN
Clemson University, Clemson, SC
Educause, Cause, CUMREC, PMI
PMP, ITIL, CGCIO, M.Ed.

5. Rapid Q & A
Please use index cards on your table to record any questions or ideas for discussion later in the session

6. What is a project?

7. What does a Project Manager do?

8. 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.
Project Management is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.

9. Who is the 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
Keeping the Project Team on Task
Communicating with the Project Sponsor
Down and Dirty:
The person responsible for seeing the project through to completion

10. What the Project Manager IS NOT
The Project Manager is not the person doing the work
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

11. Project Sponsor
The person that provides the financial 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 also play the project champion for the project

12. 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

13. 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)
Name:Chicagoland Chapter
Contact:James Vaughan
Address:P.O. Box 1183 La Grange,IL USA
Region:North Central North America
Charter Status:Chartered
Charter Year:1977
URL:
Annual Fee:$30.00

14. PM Process Phases Monitoring and Planning Control Closeout Initiation
Executing

15. Project Management Framework

16. Project Governance

17. The PM Plan Scope Schedule Cost Subsidiary plans Scope management
Requirements management
Schedule management
Cost management
Quality management

18. Subsidiary Plans (cont.)
Process improvement
Human resource management
Schedule management
Cost management
Quality management
Communication management
Risk management
Procurement management
Stakeholder management

19. The Challenge of Estimating

20. Summary – What happened?
A: quick guess with little or no info
B: meta data
C: small sampling
D: historical data
E: rumor/anecdotal
F: actuals

21. How should we estimate? Right person provides the estimates
Break down the task
Estimate in context
Use ranges, 3-point estimating, or other methods

22. Resource Management

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

24. Triple Constraint
Choose two
Quality
Schedule
Cost

25. PPM Maturity Model

26. Maturity Level Key Point Performance Effective Span Key PM Focus
Planned Deliverables 5
Optimizing
Integration within business strategy & operations
Continuously improving
Enterprise
PM Center of Excellence Continuous Improvement
Improvements
Knowledge base additions 4
Refining
PM Process
Solidify gains & expand
Comprehensive; high quality; high customer satisfaction
Multiple Business Units
Committing to a project management culture
Performance measurement & improvement
Knowledge base (e.g. estimating data) 3
Standardizing
Macro-level change
Integrated; positive
value-added results
Multiple Projects
Implementing
PM processes for Governance & Multi-project management
Move to project-based (matrix) organization
Program management 2
Controlling
Projects
Stabilize performance
Local consistency; short term positive results
Single project
Introducing a structured PM approach
Portfolio controls
PM Methodology & tools
Measurement
Central project repository
PM Training 1
Defining
PM (Common Processes)
Acknowledge negative impact
Ad hoc; heroes, inconsistent results
Pilot projects; single business area
Using inconsistent
PM processes
PM Framework
Development methods
Executive Orientation
Common Language

27. 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

28. Rapid Q&A

29. Thank you!