Project Management for Enterprise Implementations Brian Schrantz

This presentation has 6 sections 1.Background 2.Intro to Project Management 3.5 Steps to Successful Project Management 4.Assessing Project Management Capacity 5.PMP Certification 6.Recommendations

Background Section 1

Background Information EMA – IT based consulting firm based in St. Paul, MN. Focus on GIS and Enterprise Implementations Over 10 Years Geospatial Technology Experience PMP Certification (In Progress) 9 Years at Regional Planning Board

Introduction to Project Management Section 2

Why Project Management Is So Important 80% of Technology Based Projects Fail to Meet Goals – Loss of Time – Loss of Money – Inability to Answer Needs of the Customer Why They Fail – Poor Communication – Improper Management

The Role of the Project Manager Scope Design and Budget Drafting Task Management and Oversight Client Interaction Management of Staff Management of Sub- Contractors/Consultants Final Deployment

5 Steps to Successful Project Management Section 3

5 Steps of Project Management Project Initiation Project Planning Project Execution Project Control Project Closeout

Links Among Process Groups

Project Initiation Concept Development Design of the Project Scope Issuing any RFPs Selecting any Consultants Contracting with Consultants

Project Planning Complete Project Plan (MPP) Including: – Tasks – Budgeted hours for each task – Staff assignments by task – Project timeline – Identification of milestones

Project Planning – Core Processes

Project Execution Budget Management Completion of Tasks Staff Management Timeline Management Consultant Management

Project Control Change Control Risk Monitoring Scope Verification Contract Monitoring Performance Reporting

Project Closeout Final Reporting Knowledge Transfer Archive Project Materials Project Documentation

Overlaps of Process Groups in a Phase

Assessing Project Management Capacity Section 4

Project Staff Hierarchy

Roles Staff – answer to PM, complete project tasks, work with consultants, it is common for the PM to also be a staff person. Consultant – answer to PM, complete project tasks, can answer to staff instead. PM – responsible for all aspects of a project, answers to PIC, all others working on project report to the PM. PIC – high level oversight of project, ensures project fits organizational goals and mission, PIC should not have any other role in the project.

Choosing a PM: Options Executive Director/Other Mgmt Position Benefits – Understand needs of the customer – Typically good communicator (non-technical) – Good contract manager – Understand needs of the customer – Typically good communicator (non-technical) – Good contract manager Downfalls – Portfolio manager – make a better PIC – Time constraints – Don’t understand technical components – Too much micro-management – Assessing qualifications of sub-contractors – Developing scope and budget – Task completion

Technical Person/GIS Staff Benefits – Excellent understanding of technical components – Can speak the Lingo, especially important for sub-contractors – Understand the ability and limitations of technology – Assess qualifications of sub-contractors – Scope and Budget design – Task completion Downfalls – Assume simplicity of operation – Fail to recognize needs of customer – Communication – speak on a higher level – Weaker management experience – Ability to deal with other staff

Consultant Benefits Best of both worlds Proven ability Easier to hold accountable Extends expertise of the organization (temporary) Downfalls Cost - $$$$$$$ More time – contract management Usually doesn’t add to the expertise of the organization long term

PMP Certification Section 5

PMP Certification Provided by the Project Management Institute ( Requirements – Adherence to the PMBOK manual – 35 hours specific project management education – 3 years direct project management experience – Must include 4,500 hours of leading and directing project tasks – Pass written examination – Bachelor’s degree from an accredited institution – Must all occur within 8 years previous application

Recommendations Section 6

Recommendations Build staff capacity and keep it Consider requiring PMP certification for consultants Adopt standards of practice Utilize software tools, especially for large, long-term projects (Microsoft Project)

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