1. Project Management 101 Sherry Hicks
VP, Global Implementation SafeGuard World International
October 9, 2015

2. Agenda Project Management 101: The Basics
Project Phases and Key Activities
Defining Excellence to Maximize Results
Driving the Project
The Do’s and Don’ts When the First Payroll Hits
Excellence After the Project

3. Project Management 101: The Basics

4. Project Management 101 What is a project? What is project management?
A temporary endeavor undertaken to create a unique product, service or results
What is project management?
The application of knowledge, skills, tools and techniques to project activities to meet project requirements
Project Management Institute (PMI) definitions

5. Project Management Institute (PMI)
Project Management Body of Knowledge (PMBOK)
Sum of knowledge within the profession of project management
Set of standards and best practices established via consensus based process
Provides a framework
8 Knowledge Areas of PMBOK: Scope, Time, Cost, Quality, Human Resources, Communications, Risk and Procurement

6. Project Management Institute (PMI)
World’s largest professional association of project professionals
PMI Certifications
PMP – Project Management Professional (the Project Management profession’s most globally recognized certification credential)
PgMP – Program Management Professional
8 Knowledge Areas of PMBOK: Scope, Time, Cost, Quality, Human Resources, Communications, Risk and Procurement

7. Project Management 101
A project has a defined beginning and end, executed by a group of people to meet a specific objective
PMI Project Phases
Typical Payroll Project Phases
Initiation
Planning
Discovery/Requirements Gathering
Execution
Configure/Build
Control and Monitoring
Test
Close-out
Transition/Go Live

8. Project Management 101
A designated Project Manager is vital to the success of the project
Responsible for the day-to-day management, status reporting, issue, risk, scope and resource management
Ensures timeline decisions and communication of decisions made
Manages and coordinates activity of project team to meet project schedule and deliverables

9. Project Management 101
Designated Project Manager is vital to the success of the project
Ensures timely decisions and communication of decisions made
Manages communications to team and organization
Manages constraints and obstacles, escalates to Stakeholders as necessary

10. Project Management 101 Attributes of an effective Project Manager
Question why
Positive, “can do” attitude
Partner well
Hold team accountable
Respect others
See the Big Picture, thinks detail
Excel in communication
Organized and disciplined
Lead

11. Essential Project Resources
Project Management 101
Essential Project Resources
Executive Sponsor and/or Steering Committee
Project Manager
Workstream Leads (Payroll, HR, Finance, IT, etc.)
Subject Matter Experts/End Users
Change Management resource

12. Project Management 101 Constraints/Risks Identify uncertainties
Assess their potential impacts
Estimate the likelihood
Develop plan to mitigate or control the uncertainties
Prioritize the risk
Periodically review and assess the risk

13. Project Phases and
Key Activities

14. Planning Phase Proper planning is the foundation of every project.
Confirm the business case for and objective of the project
Determine how to meet the project objectives and how success of the project will be measured
Identify the Stakeholder’s expectations
Confirm the scope of the project
Identify the constraints and assumptions
Generate the project budget
Establish change control process
Develop a Communication Plan

15. Planning Phase Key Activities
Create the project schedule (Work Breakdown Structure)
What tasks are needed?
Who is responsible for which tasks?
What are the dependencies?
Determine critical path
The longest path of planned activities
These activities will determine the duration of the project

16. Planning Phase Key Activities Develop a risk management plan
Identify known risks and possible risks (constraints)
Pay particular attention to risks with high impact and high probability of occurring
Project budget
Monitor and manage via change control

17. Managing change through Change Control
Planning Phase – Key Activities
Managing change through Change Control
Changes throughout the project are common and to be expected
Purpose of change control
To manage and control changes identified after the scope has been approved
Disciplined process for assessing
impact of change to cost,
schedule and scope/quality

18. Planning Phase – Key Activities
Communication Plan
Ensures timely an appropriate communication of all project related information
Communication standards
Identifies communication requirements for all project team members
Meetings (Project Status, Stakeholder, etc.)
Documentation
Action Items

19. Planning Phase – Key Activities Communication Plan
Establishes expectations for project information distribution (who, what, when, how)
Documents process for resolving open items and escalations
Status Report (for reporting period)
Overall status of project
Accomplishments
Areas of Focus
Critical Open Issues and Risks

20. Planning Phase Deliverables Project Charter
Mutually Agreed Project Scope
Project Plan
Project Resources
Roles & Responsibilities Definition
Mutually agreed Communication Plan
Risk Management Plan

21. Planning is an iterative process and does not end at the end of the phase but continues throughout the project

22. Discovery/Requirements Gathering
The objective of this phase of the project is to finalize requirements for resources, process and technology to result in an accurately configured solution. In order to get what you want, you must be able to define what you want.
Key Activities and Deliverables
Future System Design
Global Requirements
Local Requirements
Reporting Requirements
Integration Requirements and definitions
Updated Project Charter and Project Plan

23. Configure/Build
The objectives of the Configure/Build Phase are to complete the configuration based on the requirements documented during the Discovery/Requirements Gathering Phase.
Key Activities and Deliverables
Configuration
Integration Development
Report Development
Data conversion
Unit Test
System is prepared for Testing and Training

24. Test Phase
The Test Phase ensures the configured system sufficiently meets documented requirements and users are trained. The Test Phase may consist of various test efforts.
End to End testing
Validates the configuration and that the data flows properly
Confirm the integrations meet requirements
May use subset of test data
Scenario Testing
End users run through real life scripts
Validates configuration meets requirements
Parallel Payroll Testing
Uses actual data from a live payroll, paralleled in new system
Validates the configuration and integrations meet the requirements

25. Transition/Go Live Phase
When the exit criteria for the Test Phase has been met, the project moves into the final phase, Transition/Go Live. This phase is a collection of controls and processes to ensure a smooth transition to a “live” status and a steady state environment.
Key Activities and Deliverables:
Training and roll out
Final data conversion
Transition Activities
Transition to Production

26. Defining Excellence to Maximize Results

27. Defining excellence to maximize results
A successful project will be a disciplined effort
Set realistic expectations about the transition
Communications need to be clear, concise and in writing
A project plan should be current and at the center of all activities
Tightly manage change control to avoid scope creep
Transparency and consistency are key for success
A comprehensive Change Management Plan will increase adoption

28. Defining excellence to maximize results
Best Practices
Document or review as-is processes
Identify the difference between policy and practice
Standardize policies, pay type and deductions to the highest degree possible
Ensure standards are valid across all locations and not just HQ- centric, have provisions for local needs

29. Defining excellence to maximize results
Best Practices
Always consider upstream and downstream impacts
Standardization should be the underpinning for an effective information management strategy
Intentionally define roles and processes for transition and steady state

30. Defining excellence to maximize results
Best Practices
Ensure data being migrated is clean data
Use the data from the incumbent payroll system
Identify external constraints (other business activities, competing projects, shutdowns, etc.)

31. Defining excellence to maximize results
Best Practices
Role of Future State Change Agent
Authority to make decision
Drives standardization, challenges need for special requirements
Gets buy-in from organization (at all levels), ensures partnering

32. Defining excellence to maximize results
Best Practices
Partner with vendors
Listen to your vendors, they have experience that you can benefit from
Be open and honest with vendor regarding your constraints
Work together to assess risks

33. Defining excellence to maximize results
Change Management is essential to ensure excellence before, during and after the project. It is the bridge between the solution and the results.
Change Management is a systematic and proactive approach to dealing with change
Change Management is:
Creating leadership
Changing attitudes
Communication and Training in order to be able to adopt the change

34. Defining excellence to maximize results
Change Management is essential to ensure excellence before, during and after the project.
Clearly articulate the overall business benefits of the project – why are we doing this now?
Shadow organizations exist mostly because buy- in was never achieved upfront or lost
Change Management should start before the project begins and not end until the new solution has been adopted

35. Defining excellence to maximize results
Effectiveness of your Change Management is the key to a successful implementation and will greatly impact excellence after the project
Impact Assessment
Assess the impact of the new solution on your people and processes
Change Management Plan
Defines and implements new procedures and/or technologies

36. Defining excellence to maximize results
Effectiveness of your Change Management is the key to a successful implementation and will greatly impact excellence after the project
Communication Plan
Establishes a common vision and integrated approach to the communication campaign
Training Plan
Ensures end-users are ready to perform tasks in the system prior to go-live and their correct on-going use

37. Defining excellence to maximize results
Effectiveness of your Change Management is the key to a successful implementation and will greatly impact excellence after the project
Readiness – What is a successful end state?
Employees are able to access their data, and request service using new tools and processes
Managers are able to perform their roles using new tools and processes

38. Driving the Project

39. Driving the Project Primary reasons projects fail
Unrealistic expectations
Lack of involvement from Subject Matter Experts/End Users
Requirements are not completely identified
Lack of accountability
Lack of project governance/discipline

40. Driving the Project
Successful projects require strong project governance to ensure that the project follows the plans correctly and, as a result, leads to the desired results.
Use Technology
Track Progress
Identify Right Resources
Maintain Control
Keep Everyone Informed
All Decisions Made Should Align with Project Objectives
Encourage Peak Performance

41. Driving the Project
Project Governance provides framework for managing the project and keeping it on track.
Provides oversight at multiple levels
Strategic (Stakeholders/Executive Sponsor)
Operational (Project Leadership)
Tactical (Project Manager)

42. Driving the Project
Project Governance provides framework for managing the project and keeping it on track.
Stakeholders/Executive Sponsor
Ensure project remains aligned with strategic objectives and direction
Confirm status and resolution of escalated issues or risks

43. Project Leadership Team
Project Governance
Review and confirm alignment of program with business strategy and direction
Confirm status or resolution of any escalated issues or risks
Weigh-in on “Go/No Go” decisions
Strategic Direction Setting
Issue Escalation
Strategic
Manage program issues/risks
Track progress against program work plan
Revise milestones and deliverables
Decision of “Go/No Go” events
Confirm transition criteria
Coordinate internal policy alignment
Confirm scope changes
Operational
Manage program/project team participation
Prepare documentation
Verify activities and tasks have occurred
Verify transition criteria achieved (readiness)
Identify and resolve issues and risks
Monitor and verify operational readiness
Tactical
Steering Committee
(Meet Monthly)
Project Leadership Team
(Monthly)
Project Manager
(Daily to Weekly)
Workstream Leads
(Weekly)
Confirm Interface Requirements
Design Oversight
Review scope impacting transformational activities
Approve Deliverables

44. The Do’s and Don’ts When the First Payroll Hits

45. The Do’s to Prepare for First Payroll
Ensure Go Live Checklist is complete
Review criteria for a no go decision
Review contingency plans
Determine where and how support will be provided for time critical issues
Ensure pay period schedule dates are accurate
Pay period begin and end date
Pay particular attention to the pay date to
ensure it is correct

46. The Do’s to Prepare for First Payroll
Ensure all parties (internal and partners) are aware
of the cutover dates
Proactively communicate any known issues and the mitigation plan
Audit, audit, audit
Ensure direct deposit files have been transmitted
Communicate to all, announcing the go live
Clearly document open items, drive to resolution

47. The Don’ts for the First Payroll
Process first payroll without a Contingency Plan
Move forward without successful test results without contingency plans and proactive communications
Move forward with partial set up on test results without contingency plans and proactive communications
Forget to celebrate your success as a project team

48. Excellence After the Project

49. Excellence After the Project
Ensure the delivered solution meets the documented project objectives
Create transition plan to ensure an organized and effective transition from project team to steady state team
Evaluate training needs – is any retraining necessary
Document ownership of any open items
Project evaluation – did project meet all objectives

50. Thank you and please remember to complete your evaluation for this session.