1. Project Management Information and Tracking Advanced Concepts
Office of Technology Services
Project Management Office

2. Agenda PMIT Reporting & Analysis Project Team Dynamics
Project Case Study
Initiation
Planning
Execution and Control
Closeout
Questions/Discussion

3. PMIT Architecture Two components: Data Input Reporting and Analysis
ASP.Net application, SQL/Server database
Reporting and Analysis
SAS Enterprise Business Intelligence tool

4. PMIT Reporting and Analysis
SAS Enterprise Business Intelligence
Log in to the MyVCU Portal
Select VCU Reporting Center
SAS EBI has similar look and feel to Windows
Internal security determines what reports user can run
Folder for Project Management in every Technology Services staff user profile
Operational, managerial, and strategic reports are parameter-driven and customizable by the user
Output can be directed to browser, or downloaded as files to workstation

5. PMIT Reporting and Analysis
Real-time self-service reporting on PMIT data
Project Managers can look at existing project assignments to prevent staff scheduling conflicts
TS staff can get information on their individual project assignments – tasks, schedules, roles and deliverables
Management can monitor project status on their own without PM involvement

6. PMIT Reporting and Analysis
Demo Reports
Project Assignments – used to search for staff availability
Traffic Light – used to monitor project status
Upcoming Events – used to prepare a list of future tasks for one project, or all projects in a unit

7. Project Team Meetings Team meetings are unavoidable and needed
Keys to conducting good meetings:
Ask for topics from all attendees
Distribute your agenda in advance
Address the most important issues first
Action items from the last meeting!!
Make the meetings decision forums
Get feedback – poll the team on how to get the most out of future meetings

8. Project Team Meetings Don’t be a Meek Moderator Stick to the agenda
Keep to the schedule
Set rules about technology tinkering
Don’t be shy about reining in ramblers & philosophers
Solicit input from less-vocal attendees – i.e. females
Summarize meeting results at the end, including any dissentions
List action items, responsibilities, and timelines
Record meeting minutes and make available to all key stakeholders

9. Project Team Decisions
Achieving consensus and decision-making
Goal is to arrive at the best solution, it does not matter who suggests it
Seek any and all ideas first
Then, evaluate them one at a time
Ask for any new approaches that may be combinations of the best suggestions
Always ask what can go wrong & how to measure effectiveness
Preserve and protect the team’s human dignity

10. Project Case Study - Initiation
Describe the characteristics of the product or service expected from the project.
Analyze the project’s requirements, identify potential solutions, determine the technical and economic feasibility of each, compare and select the best solution.
Develop the project proposal
What is to be done
Why is it to be done
How is it to be done
How much risk is involved

11. Project Case Study
LAB

12. Project Case Study - Planning
Low Complexity Project
Project Information
Title
Description
Start Date
End Date
Sponsor and Dept
WBS
Work Tasks
Responsible Unit

13. Project Case Study - Planning
RBS
Resource Category
People Inside VCU
People Outside VCU
Software
Hardware
Training
Materials
Supplies
Equipment
Facilities

14. Project Case Study - Planning
Assigned Resource
Responsible Role
Assigned Time
Schedule
Task Start Date
Task End Date
Time to Complete
Milestone Event

15. Project Case Study - Planning
Communications Plan
Title
Author
Purpose
Audience
Distribution Vehicle
Frequency

16. Project Case Study - Planning
Quality Management Test Plan
Title
Description
Start Date
End Date
Responsible Testers
Required Resources
Budget Plan
Total Budget
Hardware Budget
Software Budget

17. Project Case Study - Planning
Services Budget
Other Budget
Contingency Reserve
Comments
Spending Plan
Expenditure Period Begin Date
Expenditure Period End Date
Hardware Spending
Software Spending
Services Spending
Other Spending

18. Project Case Study - Planning
Medium Complexity
Project Information
WBS
RBS
Schedule
Communications
Quality Management Test Plan
Budget Plan
Spending Plan
Quality Management IV&V
Risk Plan

19. Project Case Study - Planning
Quality Management IV&V
Description
Start Date
End Date
Reviewer
Required Resources

20. Project Case Study - Planning
Risk Plan
Description
Probability
Impact
Weight
Mitigation Strategy
Mitigation Description
Timeframe Begin Date
Timeframe End Date

21. Project Case Study - Planning
High Complexity
Project Information
WBS
RBS
Schedule
Communications Plan
Quality Management Test Plan
Quality Management IV&V Plan
Budget Plan
Spending Plan
Risk Plan
Procurement Plan
Change and Configuration Management Plan
Performance Plan

22. Project Case Study - Planning
Procurement Plan
Item
Responsible Person
Method
Delivery Date
Delivery Location
Change and Configuration Management Plan
Control Item
Change Process
Changed Version
Current Version
Change Description

23. Project Case Study - Planning
Performance Plan
Business Objective
Performance Goal
Methodology
Start Date
End Date
Responsible Persons
Reports
Deliverable
Deliverable Description
Acceptance Criteria

24. Project Case Study – Execution and Control
PM’s primary focus during E&C phase is on
Schedule
Budget
Scope
Monitoring all three, updating status in PMIT, adjusting plans accordingly, and recording/resolving issues

25. Project Case Study - Closeout
Closing a Project
Follow guidelines in the Project Closeout Checklist on the PMO Web site
Obtain sponsor acceptance of the deliverable(s)
Document any open issues that need to be resolved
In PMIT, list My Projects, then select the project and Close
REMEMBER - once closed, project information cannot be updated
Closed projects are no longer included in management reports

26. PMIT Advanced Concepts
Course Take-Aways
VCU Reporting Center (SAS EBI) provides real-time analysis and reporting of all project data in PMIT
Reports are available for operational, managerial, and strategic purposes that all staff can run
Project team meetings are necessary – it’s the PM’s job to make sure they are productive
Project planning is an art form – like a picture with many artists

27. PMIT Advanced Concepts
Your skills in listening and putting the needs of others above our own needs are key to getting the best team decisions
The most effective project teams have a very high level of human dignity where all members are valued and respected
You are now ready to work with your mentor and undertake the management of a Fast Track or Low Complexity project
Contact the PMO for any assistance you require
I Wish You All Good Luck!!!

28. PMIT Advanced Concepts
Questions/Discussion
Project Management Office