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Need to Fix a Troubled Project 7th Annual CUNY IT Conference John Jay College December 5, 2008

Fixing Troubled Projects. Today's PresentationSurvey Findings - Common Project Issues in CUNYAn Approach to Fixing Troubled ProjectsBreak Out Discussion Summary of Project Recovery TechniquesQuestions and Answers . 1. CIS PMO . Computing a

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Need to Fix a Troubled Project 7th Annual CUNY IT Conference John Jay College December 5, 2008

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    1. 0 Need to Fix a Troubled Project? 7th Annual CUNY IT Conference John Jay College December 5, 2008

    2. Fixing Troubled Projects Todays Presentation Survey Findings - Common Project Issues in CUNY An Approach to Fixing Troubled Projects Break Out Discussion Summary of Project Recovery Techniques Questions and Answers 1

    3. CIS PMO Computing and Information Services Brian Cohen Associate Vice Chancellor Chief Information Officer 2

    4. CIS PMO Computing and Information Services Project Management Office 3

    5. CIS PMO Projects University Wide Information Technology Projects Financial Aid Eligibility & Certification and Tracking System FACTS Aleph Upgrade iTunesU Blackboard Course Management System Degreeworks Student Advisement System Transfer Information Program Planning System 4

    6. CIS PMO Projects CUNYAlert Implementation Right Answers Directory: Tivoli Pilot CUNYfirst OIM/OAM/OVD SPS Online Baccalaureate Program Symantec App Streaming Human Resources Benefits Project Plan Online Admissions Macaulay, Online Baccalaureate Time and Attendance: Request for Proposal 5

    7. Practical Project Management CUNY School of Professional Studies Spring 2006 Practical Project Management A project management course developed especially to support the implementation of a new University-wide technology system for administrative operations within CUNY. Participants, who span the range of University operations from finance to information technology to student services, learn how to conceptualize, implement and manage major projects using project management principles and tools. Developed in collaboration with the CUNY Office Computing and Information Services 6

    8. PPM Class Survey CUNY Survey Findings 29 Respondents Survey emailed to 130 SPS Practical Project Management Class registrants 50% had 3-7 of projects per semester 80% managed highly complex projects 7

    9. Survey Findings 8

    10. Obstacles faced by Project Managers Quotations from PPM Class Survey Overworked staff Resources - lack of No Commitment to budget going into a project Lack of consistent and thorough communications - expectations of "mind-reading Unclear roles and responsibilities Responsible, but often lack authority Lack of clarity for the project Developing realistic, cost-effective project objectives and expectations 9

    11. Obstacles faced by Project Managers PPM Class Survey University is not in a project mind set at the local level Inability of stakeholders to place priority on the needs of the project over their own selfish self-interests. People's fear of change Lack of stakeholder support Management lack of understanding and/or resistance to providing infrastructure to support the application both strategically and logistically. 10

    12. Projects Can Cause Headaches 11

    13. Common Problems 12

    14. 13 Common Problems

    15. Troubled? Feel like youre drowning? 14

    16. Fixing Troubled Projects Definition of a Troubled Project Cant make its dates Cant deliver the product Dont have resources People / Politics are the problem Other ( Catastrophic events, Legalities) 15

    17. Fixing Troubled Projects Decision Point Revisit the original goals What are the impacts ? Is the project worth recovering ? If no, recommend it be closed If yes, implement a plan to fix it 16

    18. Steps to Recovery 17

    19. Breakout Discussions Intentionally blank 18

    20. Breakout NRA 1 of 2 Deborah Hairston: Non Resident Alien Reporting Problem: Stakeholders held conflicting views Obstacle Lack of Buy-In/Poor Communication 19

    21. Breakout NRA 2 0f 2 Recovery Approach: Force Field Analysis Identify benefit and map the To be process Identify the forces that support the process and the forces that oppose the process/assign a score (1-5) Create a plan to effect the forces in favor of project success Gain sponsor buy-in / create a communication plans Execute the recovery and communications plans 20

    22. Breakout - Tivoli 1 of 2 Earl Dawson: Tivoli Identity Management Pilot Problem : Behind Schedule Obstacle Shortage of qualified resources 21

    23. Breakout Tivoli 2 of 2 Recovery Approach: Cause/Effect analysis Examine the nature of the existing problem: where are the breakdowns occurring (resource availability/communications/procurement) For each activity identify what needs to change Gain agreement for changes Modify original plans and schedules 22

    24. Breakout TIPPS 1 of 2 Olga Vega: TIPPS Problem : Scope Changes Obstacle Unclear roles and responsibilities 23

    25. Breakout TIPPS 2 of 2 Recovery Approach: Create RACI Tool Conduct interviews determine cause of confusion Create work breakdown list / gain buy in from the doers ( CIS and the Users) Revise project charter to reflect roles: Responsible, Accountable, Consulted, Informed Socialize agreed to roles and responsibilities 24

    26. Breakout Aleph 1 of 2 Steve Landau: Aleph Library System Upgrade Deadline : Summer 2009 Problem Lack of Requirements 25

    27. Breakout Aleph 2 of 2 Aleph Library System Upgrade Recovery Approach: Engineer Desired Outcome Identify gap between poor requirements and actionable requirements Determine your course of action to close the gap Secure management approval Execute your plan Revise original project plan with restated requirements 26

    28. Decision made to recover the project Commit to a SWAT Team Planning process Special Weapons and Tactics ! 27

    29. Project Recovery Step 1: Investigation ( Interview people, review documentation Step 2 : Analyze your findings select a problem solving approach Step 3: Present recovery strategy for management approval 28

    30. Project Recovery With management approval /create an achievable recovery plan Dedicate resources to recovery for a defined period ex. 2 -4 weeks Conduct daily project meetings : 30 minutes or less/ no chairs Everyone accounts for their daily tasks Assign person to facilitate solutions to any new problems/risks At end of recovery action plan roll back into the re-adjusted original project plan continue execution to close of project Celebrate !!! 29

    31. Fixing Troubled Projects Q & A 30

    32. CIS Project Management Office Presenters 7th Annual CUNY IT Conference Need to Fix a Troubled Project Claudia Colbert, Director PMO Earl Dawson, Business Process Manager Deborah Hairston, IT Project Manager Student Services Stephen Landau, Business Process Manager Olga Vega , IT Project Manager- Student Advisement Website: www.cispmo.cuny.edu (coming soon) SPS Website: www.sps.cuny.edu ( see Custom Programs) Project Management Links: www.pmi.org 31

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