1. Understanding Project Management
Brian Melville, PMP
CAPPO / NIGP
Ninth Annual
Cooperative Conference
October 9-10, 2014

2. Brian Melville, MBA, PMP 20+ years in IT and Project Management
Project Management Consultant
Organizational Change
Portfolio Management & Governance
Strategic Analysis
Instructor – Business Analysis Certification
Sacramento State University
University of California, Davis
President of International Institute of Business Analysis Chapter

3. What about you? Where do you work? How many years in procurement?
Currently working on project contracts?
Please raise your hand if you work in:
State Government
Local Government
Federal Government
Consulting
Private Sector

4. A perfect match for procurement ! ?
What is a Project?
Temporary Effort
With a Desired Result
Requiring a Unique Process
And a Cross-Functional Team
A perfect match for procurement ! ?

5. How is that different than Professional Services?
Results matter
Ownership & Accountability
Real Consequences

6. Procuring Projects The stakes are higher: Extensive preparation
More vendor effort to respond
Higher scrutiny during procurement and execution

7. So, why projects?
Projects transfer risk to the people or organizations best able to handle them.
Domain Expertise
Implementation
Organizational Change
Systems Integration

8. Caution!
There are many risks that your organization is best qualified to handle. If you try to transfer those, you will get:
Higher cost
More conflict
Less than optimal results

9. The Project Experience…

10. A Project Manager is responsible for:
Scope
Schedule
Budget
Resources
Quality
Risks
Procure- ment
Commun- ications
Integration
Source: PMI PMBOK Project Management Knowledge Areas

11. A Project Manager is responsible for:

12. Where does Procurement fit in?

13. The Project Manager manages through…
The Project Lifecycle
Initiate
Plan
Execute
Close
Monitor & Control

14. When is Procurement involved?
Qualify potential vendors
Plan procurement
Conduct Procurement
Award contract
Understand needs
Understand constraints
Review results
Close contracts
Initiate
Plan
Execute
Close
Monitor & Control
Validate deliverables
Approve payments
Identify and resolve issues

15. Ensuring a Successful Partnership
Stakeholders
Executive Sponsor
Executive Leadership
Project Manager
Procurement Manager
Project Team
Vendor

16. Ensuring a Successful Partnership
Clarify roles and responsibilities
Set expectations for communication
Decide how issues will be addressed and resolved

17. Ensuring a Successful Partnership
Focus on the desired results

18. Ensuring a Successful Partnership
Don’t allow anyone to play games
Blame Game
Power Trip
Victim
Subversive

19. Tips for finding a good Project Manager
PMI certification (PMP, CAPM, and several others)
Successful track record
Experience with similar projects
Speaks your language
Treats you and your organization with respect
Someone willing to tell you the truth… and that you are willing to hear it from

20. Brian Melville Btmelville@gmail.com (916) 761-5178
Questions?
Brian Melville (916)