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

2.  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 Brian Melville, MBA, PMP

3.  Where do you work?  How many years in procurement?  Currently working on project contracts? What about you?

4. 1.Temporary Effort 2.With a Desired Result 3.Requiring a Unique Process 4.And a Cross-Functional Team A perfect match for procurement ! ? What is a Project?

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

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

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

8. 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 Caution!

9. The Project Experience…

10. A Project Manager is responsible for: Integration QualityRisks Procure- ment Budget Resources Commun- ications Scope Schedule 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… InitiatePlanExecute Monitor & Control Close The Project Lifecycle

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

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

16. 1.Clarify roles and responsibilities 2.Set expectations for communication 3.Decide how issues will be addressed and resolved Ensuring a Successful Partnership

17. 4.Focus on the desired results Ensuring a Successful Partnership

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

19.  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 Tips for finding a good Project Manager

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