1. DePaul University1 Project Management & Leadership Joe Cummings Managing Director Information Services, DePaul University

2. DePaul University2 Project Management

3. DePaul University3 Project Management …How would a project begin? What are some of the reasons that projects happen? Compliance – The need to maintain compliance within in your companies business is necessary and can be strategic. Regulatory agencies business is the business of compliance. Strategic – “We are changing the way that we do business…right now.” IT adapts Flexibility required Maneuverability required What do we do with the old hardware? Can it be re-used? Can we leverage our vendor relationships? Do we have vendor relationships to be leveraged? Time, Money, Resource – Do we have all or any of these? Senior Leadership support – Usually results in some or all of the above What is the delivery date? Can this be negotiated (up front) or is it set in stone?

4. DePaul University4 Project Management …What if your project is something that is a “new” idea? Did you know that “selling” an idea or a concept is what successful leaders, consultants, politicians, etc. do? Why would an idea need to be sold? Assuming that your project is strategic or mandated, do you think that it still needs to be sold? Why or why not? OK, now you have the green light to begin your project, you have the backing of the IT senior leadership. In fact, they want something in three months, six months, and the whole enchilada in nine months. Where do you begin?

5. DePaul University5 Project Management …Some Characteristics of great PM’s: They have the ability to set dates/they have the ability to make deadlines and mitigate risks* (the power of N) Better still, they have the ability to keep others on track and make dates and help others to mitigate the risks* N th They are very focused. Some might say single-minded in their tasks. They have an uncanny ability to put things down in writing, clarifying scope, deliverables, milestones, resource and requirements. The best PM’s foster communication and collaboration. you can replace foster with force if you like. A great project manager will do what is necessary to make a project successful…even if it is unpopular. Daily meetings, weekly status reporting, tracking of time, driving estimates, driving resources, and holding people accountable because they too are accountable. Great PM’s aren’t bad people, they are just more likely to take the success or failure of the project more seriously…that’s why they are PM’s. Some PM’s are technical while others are not. Most are somewhat technical, but that’s really what they are not hired for. The name of the game is “project management”. PM’s manage money, time and resources like it’s coming out their own pocket (including your time!) Most PM’s react faster to problems and changes than most people – they also have an uncanny sense for red flags! All PM’s hate surprises, most are great at planning – they have to be otherwise they won’t be PM’s for very long. All great PM’s will do what is necessary to make a project succeed – even if it is not popular. All great PM’s deal with the hard issues (people, financial, time constraints, politics) even if they don’t like to All great PM’s will proactively manage down the issues before the become “bigger” issues. All great PM’s know how to run a meeting, follow and agenda, keep things on course. It takes a great deal of “heart” to be a “great” PM. If you have one or many, do what you can to keep them.

6. DePaul University6 Project Management Fail to Plan, Plan to Fail. Plan the Work. Work the Plan. Look first at where you want to go, then look how to avoid making the same mistakes Major projects fail, generally, because of people, not because of the lack of dollars or the lack of clarity in the vision. People who make their people better managers of projects will gain and advantage over rivals who don’t. Managers should have the education and skills to plan, organize and implement projects and have two year’s project experience before being charged with larger efforts.

7. DePaul University7 What a Project Leader Should Do Give both sides of the story Get better feedback Train everyone Empathize

8. DePaul University8 Vendor and Contract Management

9. DePaul University9 Vendors Are they your friends? Market position (Microsoft Vs. The World) Strategy Consulting – Giga, Meta Group, Gartner Group People consulting – When the culture won’t change Do you need vendors? Costs, Risk Mitigation, Help, Planning, Skills, etc.

10. DePaul University10 …Have you managed your vendors lately? Are they working for you? …or are you just giving them $? The vast majority of vendors will take your money without doing much else…if you don’t ask. Vendors

11. DePaul University11 Leadership

12. DePaul University12 Ten Points of Focus for Leaders Lead, don’t just manage Understand the fundamentals of the environment Create a vision Shape and inform expectations Create clear and appropriate IT governance Weave business and IT strategy together Build a new IT organization Develop and nurture a high-performing IT team Manage the new enterprise and IT risks Communicate IT performance in business-relevant language

13. DePaul University13 Know thy self? What’s a people person? Can you foster relationships with all different kinds of people? Do you have thick skin? How about politics and political capital? Do you understand what your place is in the world and are you going to do this…no matter what. Are you a phenomenal communicator? Can you sell your ideas?

14. DePaul University14 Relationships? How many friends have you made in this class? Do you know everyone’s name? Can you find something to talk about with everyone? Why am I asking these stupid questions? Because they are the most important questions that people never ask. Why? Because they are so obvious that everyone naturally assumes that you can do this, yet managers spend all day dealing with people issues.

15. DePaul University15 The Five Leadership Imperatives for 2005 Drive Innovation and Growth While Managing Costs Prove the Strategic Value of IT Run IT Efficiently and Effectively Develop the Next Generation of IT Leaders Manage CXO Expectations

16. DePaul University16 Leadership & Excellence Be leaders. Create excellence. The world needs fewer followers and more leaders. FYI, you don’t have to have a team of people working for you or an entire division to be a leader. Here’s a secret: Leadership starts with the individual first. Make good decisions, every time, think things through. Be very precise and detail oriented. Know what a storm looks like…if you don’t watch the Weather Channel. Be relaxed but also be on your game. There are many sports-related analogies. Not everyone played sports. Not everyone had the opportunity to be a member of a sports team.

17. DePaul University17 What will you get out of all of this effort? How about a better job? I’m not talking about leaving your current company. How about the creation of a career path? Many people don’t believe that they can make an impact on their companies. Why? Career path – What is it? Do people ever get offered the perfect job? Would you know it if you did? Configuration & Maneuverability

18. DePaul University18 Career Advice

19. DePaul University19 What Employers Are Looking For Businesses today are looking for employees with skills beyond traditional programming and IT expertise People that can bridge the communication gap between IT people and business partners –they are valuable but hard to find. Good communication skills are a must Better understanding of customer’s needs and expectations and can give them the product that they want and will be excited about. Problem solving, innovation, communication, and teamwork.

20. DePaul University20 The Power of Passion Often forgot by management Passion motivates more than money Passion has the power to energize and transform organizations, for both leaders and followers As a manager, you don’t want to hire those who lack passion. You can always teach new hires what they don’t know, you can’t teach them how to have fire in their bellies A leader must find a way to make sure that most of the staff’s passion stays focused on the larger goals of the organization You don’t have to feel passion every moment. But if you never feel it, something is wrong.

21. DePaul University21 Keys to Corporate Advancement Develop a full roster of skills – development is continuous and dynamic – regular commitment to self-improvement Seek opportunities Insist on fully understanding how each major IT- spend item advances the business strategy or takes care of a particular tactical problem Find a personal mentor who can guide and support the development of skills Temper you inclination to excel in all of these areas