1. Process Standardization Project
Project Management
Process Standardization Project
(PMPS)
By: Beverly O’Keeffe

2. Agenda Introduction Project Analysis ROI Measures of Success
Project Design
Project Development and Implementation
Testing
Final analysis/Method of Evaluation

3. Introduction - Who is TRM?
TRM implements enterprise Asset Management & facilities systems
Privately owned Company since 1996
About 150 employees
Headquarters in Alexandria Virginia
Other offices in San Diego, Hawaii, Seattle, Denver, Chesapeake

4. Introduction – What is PMPS?
PMPS-II project is a continuation of the PMPS - I project that originated in 2004.
PMPS - I undertaken to standardize & document the Project Management policy,
processes & procedures of the organization using PMBOK as the guiding framework.
PMPS – II is concerned with implementing those policies, processes, & procedures.
There will be two final products of PMPS - II. They are:
Project Management Process Training
Enterprise Project Management Tool selection & implementation

5. II. Project Analysis – Problem Statement
TRM wishes to improve upon the its Project Management
practices and procedures such that those actions
or activities would lead to a sustained competitive
advantage in project management.

6. II. Project Analysis – Project Objectives
The PMPS Objectives are:
To implement a PM system that is followed across
the entire organization, rather than on isolated
projects.
By making project management an organizational
creed both for internal and external projects
the company can:
boost productivity
increase effectiveness
improve customer satisfaction
widen market penetration.

7. II. Project Analysis – Project Scope
Specific Inclusions:
PM Policy, Process and Procedures Training (PPP)
PPP training pilots
PPP Training
PPP Go-Live
PM Tool Implementation
PM Tool Pilot (s)
PM Tool Training
PM Tool Go-Live
Specific Exclusions:
The TRM “Methods Delivery” (technical processes) are not part of the scope of this project.

8. III. Return On Investment - Benefits

9. III. Return On Investment - Costs
Consulting Costs
$132,400

10. III. Return On Investment - Costs
Software Costs
$67,282.66

11. III. Return On Investment – Summary

12. IV. Measures of Success
The measures of success listed below identify measurable actions that support the
completion of each of the goals and objectives for phase II of the PMPS project
The above criteria must be met for the project to be considered successful

13. V. Project Design - Requirements
A list of requirements will be compiled by a group of 10 PM’s and 3 directors from
various departments within TRM
Each requirement will be weighted for importance and ranked
5- 7 software applications will be scored and ranked to see which product best fits with the requirements
Further discussion and review
with an IT Recommendation
Executive presentation, analysis,
review & approval

14. V. Project Design - Feasibility Study
A feasibility study will be completed before the real work of a project starts to ascertain the likelihood of the project's success. The feasibility study will be considered from a economic, technical, schedule and organizational viewpoint.
Economic Feasibility.
Technical Feasibility
Schedule Feasibility
Organizational Feasibility

15. V. Project Design - Risk Management
To ensure that PMPS risks are addressed appropriately with proven practices, TRM will employ their standard TRM Project Risk Management Methodology along with the Project Management Body of Knowledge (PMBOK) Risk Management framework for the Risk Management plan.
The risk management plan will be made up of the risk management processes listed below.
Risk Management Planning
Risk Identification
Qualitative Risk Analysis
Risk Response Planning

16. V. Project Design - Risk Management
Risk Identification
TRM keeps a database of historical Project Risks for each project.
It will be used to help the project team identify risks that have been encountered from
previous similar projects.
The database also includes the suggested and most likely mitigation strategy that should
be used to eschew that particular type of risk

17. V. Project Design - Risk Management
Each Identified risk will be scored on impact and
probability
A risk Factor will be assigned to each risk…
(Impact X probability). The results will be
graphed
Risks that fall in the red and yellow zone will be
carefully tracked.

18. V. Project Design - Risk Management
Once identified and scored the risks will go through a logging process that will ensure all
risks statuses are tracked, monitored and controlled.
Additionally, each medium and high risk will be assigned to a risk owner.
The risk owner will be responsible to ensure that the appropriate risk mitigation actions
and activities are being applied and are working.

19. V. Project Design - Communications
Sufficient communication is a key component to
ensuring the success of the PMPS project.
The philosophy underpinning this approach is to
recognize and acknowledge the differing needs of the
various stakeholders and the various departments
effected by any process change.
Using two-way communication and an empowering
people-centered approach the PPS II project will
continue to encourage broad levels of participation and
engagement with the change

20. V. Project Design - Communications
The below table (table 1) section contains a description of the various stakeholders who are considered in this change management and communication schedule as well as an analysis of their expectations as they relate to the project aims.
Many of the expectations listed below have been extricated from an ongoing log of enquires or surveys that relate to the project and as such will be added to as the roll-out proceeds.

21. V. Project Design - Communications
Table 2 (below) will map particular events that will occur for each month and phase of the project to the stakeholder expectations outlined in Section 1.
Additional items will be added as the project progresses and the schedule becomes solidified.

22. VI. Project Implementation -Timelines

23. VI. Project Implementation - WBS

24. VI. Project Implementation - Staffing
A Staffing Management Plan will be used to describe when and how human resources will be brought onto and taken off of the project team.
The Staffing Management Plan will include resource estimates of staff hours required during each project phase. (See below Sample table)

25. VI. Project Implementation - Staffing
The Staffing Management Plan will also include histograms of staff hours required for the project and during each project phase. (See below Sample table)

26. VII. Testing/Documentation
Subsequent to the final configuration, The Vendor will perform final system testing and adjusting.
Adjustments will include changes made based on user feedback and correction of any system bugs. This includes the following tasks:
Conduct a application walk-through for up to 5 key participants.
Assess the technical integrity of the system and the configurations.
Perform programming and configuration adjustment to meet additional requirements
revealed during the user acceptance and testing periods.
Complete the database configuration and functionality design based on pilot test
evaluations.
Update the user’s training manual according to system changes.

27. VIII. Final Analysis
A ‘Final Project Review Report’ (FPRR) will be used as is an internal assessment of the overall success of the project. The FPRR is conducted by closely reviewing the project's performance against the original plans and conformance against the original processes outlined for the project
The FPRR document will include:
An assessment of how the project performed against the benefits, objectives, scope,
deliverables, schedule, expense and resource targets in project planning documentation.
A rating of the level of conformance against each of the project processes, including scope,
time, cost, quality, change, risk, issue, procurement, and communications management.
A full list of the project achievements.
Lessons learned and recommendations for future projects

28. Questions