Managing Multiple Small Projects - Sandra Rowe

Managing Multiple Small Projects Sandra F. Rowe, PMP, MBA, MSCIS Trinity Information Services May 1, 2009

Purpose „

The purpose of this session is to provide you with the necessary k knowledge, l d skills, kill ttools l and techniques to effectively manage multiple small projects

Session Objectives „

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Discuss the challenges g associated with managing g g multiple small projects. Use a project management process and tools specifically designed for managing multiple small projects. Review leadership p skills essential for managing g g multiple small projects. Discuss Best Practices for managing multiple small projects. projects

Session Outline „ „ „

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Project Management Overview Multiple Project Environment Multiple-Project p j Management g Process for Small Projects Leadership Skills for Managing Multiple Small Projects Best Practices for Managing Multiple Small Projects

K Project Key P j Management M Terms T „

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Project – a temporary endeavor undertaken to create a unique product, service or result. Program – a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. Programs may include elements of related work outside of the scope of the discrete projects j t or program. Portfolio – a collection of projects or programs and other work that are grouped together to facilitate effective management of that work to meet strategic business objectives. The projects or programs of the portfolio may not ® Guide – Fourth Edition)) necessarily be interdependent or directly related. ((PMBOK

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P j t Management Project M t Life Lif Cycle C l Phases Ph Initiating g

Planning g

Executing g C Controlling g C Closing g

Define the project in terms of scope, scope high-level deliverables and costs

Define the detailed requirements and workplans for the project

Complete the work defined in the workplan

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Monitor ongoing project activities against project plans to identify potential variances and ensure that h appropriate project action taken

Formally concludes all project activities, including transition to operations i

Best Practices Standards

Closing

Tools

PM Knowledge Areas

Controlling PM Processes

Planning

Leadership

Initiating

Scalable and Adaptable „

Scalable ‰ ‰ ‰

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Level of complexity of the process Time in using the process F Focus off the th process

Adaptable ‰

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Knowing o g how o much uc p process ocess is s required equ ed for o an individual project Knowing which tools and techniques to apply to the project

P j t Success Project S Project success can be defined delivering the required product within scope, on time and within budget, while meeting quality and customer expectations Time

Cost Quality and C t e Customer Service S Scope

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What is a Small Project?

Definition of a Small Project „ „ „ „ „ „ „

Short in duration 10 or fewer team members Single g objective j Narrowly defined scope Single g decision-maker Straight forward deliverables Few interdependencies among skill areas

Examples of Small Projects „ „ „ „ „

Developing a training course Developing a process Implementing p gap project j office Developing documents Implementing p gap purchased software application pp

Treating Assignments as Projects „

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One person assignments can be managed as projects Treating assignments as projects allows more effort to be carried out in an efficient manner with better use of resources (Källman, & Williamson, 2002)

What are some challenges with i h managing i smallll projects? j ?

Challenges of Managing Multiple Small Projects „

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Common resources are assigned C i d tto multiple projects Many of your project team members are part-time resources to the project Team members are juggling priorities

A challenge is a call to action. Respond to the call.

C Common R Reasons P Projects j t Fail F il „ „ „ „ „ „ „ „ „ „

Undefined customer expectations p Scope creep Unfamiliarity with the project management process Stakeholders and impacted areas not involved Poor leadership Poor estimating techniques Optimistic scheduling Lack of funding g Lack of dedicated resources Competing priorities

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Problems from not Using Project Management „

Failure with a small project is viewed worse than with a big one (Fuezery, 1998)

Key Project Management Documents „ „ „ „ „

Project Request Project Charter Work Breakdown Structure (WBS) Deliverable List Project Schedule

Project Description Project #3 Procedure Manual Project #2 Project Mgt Process Pres Project #1 Software Dev Project

PROJECT CHARTER Project Name: Goal: Objectives: Stakeholders:

In Scope: Out of Scope: Major Deliverables: Assumptions: Constraints:

Project Management Process Presentation All projects are planned, managed and evaluated using best-in-class project management methodologies and tools. Develop a presentation to communicate a new project management process to the project management office staff. Sponsor – Name, Corporate Project Management Office Director Primary – Project Managers Primary – Project Team Members Project management initiation and planning processes Project management execution, controlling and closing processes, project development process, project management tool 1. Project Management 2 PM Processes 2. 3. Presentation Materials 1. The project managers will use the process 2. The remaining processes will be developed and communicated to the PMs 1. The presentation can be no more than three hours 2 The 2. Th presentation t ti mustt b be d delivered li db by J June 30 3. Priority conflicts of the Project Manager

Risk Factors: Approval:

______________________________________________________________

Work Breakdown Structure •

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Work Breakdown Structure (WBS) – A deliverableoriented hierarchical decomposition of the work to be executed by the project j t team t to t accomplish li h the project objectives and create the required deliverables. It organizes and defines the total scope of the project. Work Breakdown Structure C Component t – An A entry t in i the work breakdown structure that can be at any level.

(PMBOK® Guide – Fourth Edition)

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Software Development Project (#1) Software Development Project (#1) Deliverable List WBS 1 11 1.1 2 2.1 2.2 3 31 3.1 3.2

Activity/Deliverable Definition Project Scope Project Scope Analysis Business Requirements q System Requirements Design C Conceptual Design lD i Detailed Design

Portfolio of Related Projects „ „ „

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Consists of projects of a similar type Shares resources Portfolio management is used to help achieve an acceptable return on investment by selecting the right mix and balancing the resources Failure or success of one project may impact the other projects p j

Portfolio of Unrelated Projects „ „

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Multiple projects assigned to a project manager Consists of some related projects in addition to ad hoc projects and assignments Failure or success of one project does not greatly impact p the other p projects j Projects are combined in the project manager’s portfolio

Portfolio Management for Unrelated Projects „

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Project j p portfolio management g is concerned with selecting and prioritizing projects The focus is on controlling the flow of the work Th goall off portfolio The tf li managementt is i to t efficiently ffi i tl plan and control an individual portfolio of multiple p j projects Used to help the project manager obtain efficiencies with the use of resources, especially time

Project Categories „

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Used in a multi-project environment to organize project information Refers to the area, application or kind of work being done Projects in the same category have a similar lifecycle Categories can also be further divided into sub-categories

•Training •Technology gy •Strategic •Maintenance •Business B i Process P

Project Priority „

Project priorities are often assigned based upon urgency, delivery date or dependencies with other projects p j ‰ ‰

How do you set priorities? What are yyour p priority y drivers?

Project priorities: high, medium, low

Multiple Project Summary (1 of 2) A spreadsheet view of high high-level level project information Project ID

2

Project Name

Software Development Project

Priority

High

Category

Technology

Completion Date

11/30/08

Status

On Schedule

Multiple Project Summary (2 of 2) A spreadsheet view of high high-level level project information „ „ „ „ „

Project ID Project Name Priority C Category Objectives

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Budget Estimated Completion Date High Level Deliverables Status

Multiple Project Management Process 1 1.

2 2.

3 3.

Develop a single project plan for each individual project Incorporate individual project plans into a multi-project plan Execute and control the multi-project plan

Multiple Project Reports „ „

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Multiple Project Schedule Multiple Project Timeline (Integrated Gantt Chart) Multiple Project Risk Plan M lti l P Multiple Project j t St Status t Report R t Multiple Project Calendar

Multiple Project Schedule ID 1

WBS

Task Name 1 Software Development Project

Start

Finish

4/1/08

5/30/08

4/1/08

4/14/08

4/1/08

4/14/08

4/15/08

5/30/08

4/15/08

4/30/08

2

1.1

3

1.1.1

4

1.2

5

1.2.1

Business Requirements

6

1.2.1

System Requirements

5/1/08

5/30/08

2 Project Management Process Presentation

4/1/08

5/30/08

4/1/08

5/30/08

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Definition Project Scope Analysis

8

21 2.1

9

2.1.1

Initiation

4/1/08

4/30/08

10

2.1.2

Planning

5/1/08

5/30/08

4/14/08

6/30/08

4/14/08

6/30/08

11

PM Processes P &T Tools l

3 Operational Readiness

12

31 3.1

13

3.1.1

Training Plan

4/14/08

4/25/08

14

3.1.2

Training Development

4/28/08

6/13/08

15

3.1.3

Training Delivery

6/16/08

6/30/08

Training

A il April M May JJune 3/30 4/6 4/13 4/20 4/27 5/4 5/11 5/18 5/25 6/1 6/8 6/15 6/22 6

Risk Planning 1. 2.

3.

4 4. 5.

Identify y risks Determine probability of occurrence – low, medium, high D t Determine i iimpactt – low, l medium, di high Prioritize risks – low, medium, high Develop risk response plan

Risk is an uncertain event or condition that if it occurs has a negative effect on a project j t objective. bj ti Risk management is the systematic y pprocess of identifying, analyzing and responding to project risk.

Multiple Project Risk Management „ „ „ „ „

Identify the risk level for each project Define risk responses Identify where risks overlap among projects Identify responses that serve multiple projects D Develop l aM Multiple lti l P Project j t Ri Risk kR Response Register

Multiple Project Risk Register ID No. 1

Project No. &  Name

P R i Rating

I R i Rating

Priority (P x I)

High

High

High

Medium

High

Medium

Description 2 PM Process Presentation

Risk Description: An SME is assigned full time on another project and may not be available to attend team meetings, which could delay the completion of the project. Risk Response: The project manager will schedule separate meetings with the SME and assign the development activities to another resource. St t Status:

2

1 Software Development Project

Risk Description: The technical design may not be completed on time. Risk Response: Add more resources during development Status:

Management vs. Leadership Managers • • • • • • • •

Administer Rely on control Have short-term views Eye y the bottom line Focus on structure Command Imitate Do things right

Leaders „ „ „ „ „ „ „ „

Innovate Trust Have long-term views Eye the horizon Focus on people Communicate Originate Do the right thing

Leadership “Leadership Leadership can be defined as a style of behavior designed to integrate both the organizational requirements and one’s personal interests into the pursuitit off some objective” bj ti ” - Harold Kerzner, PhD

“Leadership “L d hi iis th the capacity it and d will ill tto rally ll men and d women to a common purpose and the character which inspires confidence confidence” - Bernard Montgomery, g y Field Marshal

A Leader... 1. 2 2.

3. 4. 5 5. 6.

Can create, nurture and communicate a vision Has the capacity and the willingness to balance courage with consideration Can coach and empower p a team Can collaborate with others has the ability to maintain a winning attitude is comfortable with ambiguity

A Leader... 7. 8. 9. 10. 11. 12. 13.

Is decisive and persistent Is both giving and forgiving Can add value Is a knowledge seeker Can take the initiative Can laugh and has a sense of humor Demonstrates good character

Character „

“Your character determines who you are, who you are determines what you see, what you see determines what you do do.”

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“Character “Ch t iis th the iinward d motivation ti - tiJohn CC.ttoMaxwell d do what is right in every situation.” An effective leader has good character - Tom Hill

L d hi Ch Leadership Characteristics i i Creativity Diligence Flexibility

Compassion Decisiveness Discernment

Initiative Forgiveness Patience Orderliness Persuasiveness Tolerance Self-Control Self Control Responsibility Sensitivity Thoroughness Integrity

Project Managers as Leaders „

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The traditional view of project p j management emphasizes that both technical and management expertise p is required q of p project j managers The primary role of project managers is to provide a leadership focus on their projects

Project Leadership Responsibilities • Know and develop yourself • Know your project • Know K and d develop d l your team • Communicate, Communicate,, Communicate

Leading by Influence „

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Earn the trust and respect of your team by having good character Create and communicate the p project j vision Become proficient at performing your responsibilities R Respond d rapidly idl tto project j t stakeholders t k h ld Coach and develop project team members and delegate de ega e p project ojec responsibilities espo s b es

Essential Leadership Skills „ „ „ „ „ „

Problem solving Decision making Priority y setting g Take the initiative Accept p responsibility p y Ability to focus

The Power of Focus „

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Focus affects perception and performance Focus provides clarity ‰ Defining project outcome/vision ‰ Staying on track Focus on the activities that will help you to achieve project objectives

Multi Tasking Multi-Tasking „

What is multi-tasking? multi tasking? ‰ Working on multiple concurrent projects

Performing both operational activities as well as project work Outcomes of multi-tasking ‰ Good – can be used to take advantage of project downtime ‰ Bad – if it forces constant movement among projects ‰

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Time Management 1.

2. 3. 4. 5. 6.

Create monthly weekly and daily priority lists (To Do Lists) Plan every day in advance Organize your work space Use a document management system Set priorities Do the most difficult task first

Time Management 7. 8. 9. 10. 11. 12. 13.

Conquer procrastination Focus on results Develop p systems y that work for yyou Work according to your temperament Allow a little time for the unexpected p Eliminate wasteful activities Choose to be positive

Leadership Connection „

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Take the initiative to develop an individual portfolio for unrelated projects Stress the benefits achieved for applying pp y g the multiple project tools Use multi-tasking g to yyour advantage g Find a system that works for you

What are some b Wh best practices i for managing g g multiple p small projects?

Best Practices for Managing Multiple Projects „

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Consistently use a project management process and tools for a individual projects Ensure that risk p planning g occurs twice—first while planning the individual project and then again during multiple project planning Incorporating more discipline increases your chances for success

PROJECT SUCCESS

Questions?

Contact Information Sandra F F. Rowe Rowe, PMP PMP, MBA MBA, MSCIS [email protected] sandrarowe@comcast net 248 376-0991