1. Project and Portfolio Management PM101: The Essentials
Hosi Karzai: Project Manager, IT Services, TTU
Tom Wallace: Associate VP for Information Technology, MTSU
Shane Colter, Project Manager, Office of Information Technology, UTK
April 20, 2015

2. Agenda – Project Management
What is Project Management
The Role of the Project Manager
Project Management Processes
Project Management Phases
Project Management Framework
Project Management Plan
Project Governance
Wrap up, Q&A

3. Who We are Hosi Karzai Tom Wallace Shane Colter, PMP
Project Manager, IT Services, TTU
24 years in higher ed. and Industry IT
Purdue University, West Lafayette, IN
Marriott International Headquarters, Bethesda, MD
ICI Systems, Washington, DC
FannieMae, Washington, DC
Educause, Eli, Grace Hopper, Anita Borg Institute, NCWIT, PMI
Associate VP for Information Technology, MTSU
25 years at Volunteer State Comm Coll
9 years MTSU
EDUCAUSE, EDUCAUSE Leadership Institute, PMI
Project Manager, Office of Information Technology (OIT)
18 years at University of Tennessee, Knoxville
4 years OIT PMO
1 year interim Associate CIO
10 years instructional tech
UT Employee & Organizational Development Trainer – Project Management
East TN PMI Chapter PMP® certification trainer
EDUCAUSE Institute Management, PMI, UT Leadership Program
Goal – establish partnership with TBR and UT institutions in an effort to reuse policies, procedure, templates, lessons learned

4. TTU, MTSU and UTK IT Departments Project Management Offices
Established Project Management office in 2014
Established Collaboration teamsite
Established guidelines and document templates
Established PM processes – work in progress as the teams grow in this environment
Continuously educating ITS members on PM processes
Established Portfolio Management Office in 2014 – (Work in Progress)
Strategic projects portfolio and budget allocation completed
Collaborating with UTK, MTSU, UTC and other universities nationally
Joined Nashville PMI Chapter
MTSU
In the planning and implementation phases of a Project Management and Portfolio Management Offices

5. TTU, MTSU, UTK IT Departments Project Management Office (Cont.)
Established Project Management Office in 2009
developed PM Fundamentals training
provided PM for large OIT projects
Implemented “PM Lite” methodology in 2012
MS Office templates
standard methodology
quarterly project reviews
Implemented PPM tool (Unanet) in 2014

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.
Every project is constrained by Project scope, resources, budget and time
Project Management is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.

9. Who is a 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
Planning and facilitating the project work
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 accomplishing the goals
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
Talk about IT Project Manager – small, medium and large scale project deliverables – Shane
Facilitating, documenting, tracking the work

11. What does a Project Manager do?
Adhere to Project scope, resources, budget and time
Establishing accountability and results
Holding teams accountable to deliverables
IT and Business units reach consensus on deliverables before work starts
Signed copy of scope document by both business and IT units
Define guidelines if requirements change what the implications are
Get projects completed within the parameters of project deadlines
Communicate and Collaborate including all requirements, processes, and document deliverables up to project closure
Pre-intake document, scope, functional and requirements specs – signoff from both functional and IT leadership before development starts
Hosi – Show documents and demo teamsite – communication and collaboration site for all projects
Shane – discuss how UTK manages projects

12. PM Process Basics
Collaboration site establishment (teamsite or website)
Document templates and guidelines
End user training – Everyone
Leadership sponsorship – KEY
Across organization PM Implementation enforcement
Correlation between faculty not being trained to teach and IT units and functional teams not trained to manage projects or knowing the processes involved in launching a project successfully
How do we bride the gap?
Hosi – TTU
Shane _ UTK

13. Project Sponsor(s)
The person(s) that provides the financial and/or implementation 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 be the project champion and own it
Change management is curtail to Project management –
Examples of successes and failures
TTU
UTK

14. 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
Give examples of scenarios:
TTU –
UTK -
Idea of whoever delivers the work outlines what is required to deliver the work.
Go to the lowest level to outline exactly what it takes to deliver a project

15. 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)

16. PM Process Phases Handout
Go over the idea during the presentation and hand out this slide. Why they are important.
Adding application life cycle to PM Process
Multiple parties with multiple priorities reaching consensus “charter” and planning on requirements

17. PM Framework
Handout
Go over the idea during the presentation and hand out this slide. Why they are important.
Multiple parties with multiple priorities reaching consensus “charter” and planning on requirements

18. Flow Diagram

19. Project Governance

20. The PM Plan Scope Schedule Cost Subsidiary plans Scope management
Requirements management
Schedule management
Cost management
Quality management
Established teamsite or website for effective communication and collaboration between stakeholders and development team
Create guidelines document
Create Document templates for teams to use

21. Subsidiary Plans (cont.)
Process improvement
Human resource management
Schedule management
Quality management
Communication management
Risk management - Security
Procurement management
Stakeholder management
Change Management

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

23. 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

24. Q&A

25. Thank You!