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Project Management Methodology for IT How much is too much? It depends! Copyright John Barden, David Allen, Doug Ryan 2007. This work is the intellectual.

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Presentation on theme: "Project Management Methodology for IT How much is too much? It depends! Copyright John Barden, David Allen, Doug Ryan 2007. This work is the intellectual."— Presentation transcript:

1 Project Management Methodology for IT How much is too much? It depends! Copyright John Barden, David Allen, Doug Ryan This work is the intellectual property of the authors. Permission is granted for this material to be shared for non-commercial, educational purposes, provided that this copyright statement appears on the reproduced materials and notice is given that the copying is by permission of the author. To disseminate otherwise or to republish requires written permission from the authors.

2 Why focus on PM? New University President Unified IT Organizational change Strategic realignment Growth in demand for IT projects Demand for integrated service delivery Need for common framework Functional change

3 Goals Successful IT Projects Formal IT PM discipline Team and organizational models Change control Project management literacy PM friendly tools Project – A specific set of activities with a definitive start and end, undertaken to deliver a unique product or service.

4 The Project PM Experts Existing Methodologies Internal PM Assets Gained support Established project team Built vocabulary Developed methodology Refined methodology (Scalability) PMM

5 It Depends! How much methodology? Tasks PMM

6 Full Process Model

7 Ultra-Lite Process Model

8 Scalability: It Depends! Formal change review sessions. Multiple levels. Formal process & dedicated resources. Change request form. Monthly steering committee reviews. Project manager (informal). Customer & sponsor sign-off. RISK MANAGEMENT CHANGE MANAGEMENT COMMUNICATIONS PROGRESS Change review team. Weekly sessions with multiple teams. Phase gate review sessions. Initial assessment. Project manager (limited formality). Sponsor sign-off. FULL OASIS LITE ULTRA-LITE Guest NetID

9 Team Model

10 Scalability: It Depends ! Large Project: OASISSmall Project: Guest NetID Communication Paths = n(n-1)/2Paths = 105Paths = 3 IT Project Director Sponsor Steering Committee Adv. Leaders Advisory Team Gate Review Team Functional PM Core Team Extended Technical Team Functional Team Phase 1 SMEs Phase 2 SMEs Phase 3 SMEs Phase 4 SMEs Comm. Lead Sponsor Tech Lead Project Manager

11 Methodology: Team Model Applied

12 Tools On-Line Handbook

13 Tools Template Library

14 Tools Collaborative Workspace

15 Project Lessons Learned Takes time for a diverse team to get to the starting point Seeding organization with methodology experts Ownership / Mentoring / Process improvement Keep leadership involved Project Organization 80/20 means 80/20 not 98/2 Focus on building a flexible PM guide Clearly articulate decisions reached Identify a process champion Process

16 Positive Trends PM gaining credibility across University IT Demand for our services is on the rise Projects are increasingly linked to…

17 Linking PM to the SDLC Improve requirements definition – Analysis – Use case methodology Understand the business – Process modeling Improve quality – Testing methodology Project Management Software Development Life Cycle

18 Project Consolidation Resource Planning Resource Management Executive Dashboard Virtual PMO Project and Portfolio Management… Strategic Planning IT Governance Projects Project Management Methodology Project & Portfolio Management

19 Summary …. Improvement Team Training Programs PMP Certifications Consolidated View Alignment to Strategy vPMO Functions Handbook Templates Collaborative workspaces Process model Team model Full / Lite / Ultra-Lite Project Management Methodology Tools Continuous Improvement Project Portfolio Management

20 Questions

21 John Barden – Director Dave Allen – Assistant Director Doug Ryan – Project Manager


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