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Developing a Standard Approach to Project Management

Developing a Standard Approach to Project Management. Nancy Nichols, MBA, PMP PMI-SVC Highway 80 Forum June 10, 2010. Why develop a standard approach?. Consistent process Common goals Handoffs, Turnover Successful outcome. Standardized PM Practices = Better Project Performance .

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Developing a Standard Approach to Project Management

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  1. Developing a Standard Approach to Project Management Nancy Nichols, MBA, PMP PMI-SVC Highway 80 Forum June 10, 2010

  2. Why develop a standard approach? • Consistent process • Common goals • Handoffs, Turnover • Successful outcome

  3. Standardized PM Practices = Better Project Performance Source: 2008 PMI Pulse of the Profession Survey sent to 1691 members and credential holders who are not trainers or consultants, margin of error ± 2.4 percent at a 95% confidence level

  4. Standardized PM Practices = Better Project Performance Source: 2008 PMI Pulse of the Profession Survey sent to 1691 members and credential holders who are not trainers or consultants, margin of error ± 2.4 percent at a 95% confidence level

  5. Standardized PM Practices = Better Project Performance Source: 2008 PMI Pulse of the Profession Survey sent to 1691 members and credential holders who are not trainers or consultants, margin of error ± 2.4 percent at a 95% confidence level

  6. Standardized PM Practices = Better Project Performance Source: 2008 PMI Pulse of the Profession Survey sent to 1691 members and credential holders who are not trainers or consultants, margin of error ± 2.4 percent at a 95% confidence level

  7. Standardized PM Practices = Better Project Performance Source: 2008 PMI Pulse of the Profession Survey sent to 1691 members and credential holders who are not trainers or consultants, margin of error ± 2.4 percent at a 95% confidence level

  8. How to develop a standard approach? • Utilize existing templates and process where possible • Engage project managers in the process • Collaboration

  9. Mentor Projects Overview Classes Define Merced Process Kickoff Meetings Create Process & Templates Pilot Process & Templates Focused Workshops & Training Evaluate Process & Templates Complete PM Handbook Train the Trainers & Mentors Project Handoff Program Components City of Merced – Merced Approach to Projects (MAP)

  10. Deliverables • Training • Handbook • Templates • Guidance for new PMs

  11. Training • Executive Briefing • What is Project Management? • Directed workshops • Self study for new PMs

  12. Handbook • “How To” • Basic PM principles • Organization practices • Project Phases and Activities • Templates and Sample Documents

  13. INITIATING • Project Concept Review and Approval • Approval Criteria • Stakeholder Identification • Preliminary Scope Review Meeting • Funding Review & Adjustment • PLANNING • Project Planning Document Completion • Kick off Meeting • Scope & Requirements Defined • Team Roles & Responsibilities Defined • Communication Plan • Project Schedule • Project Budget • Risk, Change and Quality Plans • Procurement & Contract Award • EXECUTING • MONITORING • CONTROLLING • Project Execution Kickoff • Tracking • Status Reporting • Planned vs. Actual Cost & Schedule • Change Control/Scope Management • Contract Management • CLOSING • Project Evaluation • Celebration • Operational Handoff • Contract Closure • Lessons Learned • Project Documents Archived Project Phases and Activities City of Merced – Merced Approach to Projects (MAP) 2010

  14. Activities link to Templates City of Merced – Merced Approach to Projects (MAP) 2010

  15. Templates City of Merced – Merced Approach to Projects (MAP) 2010

  16. Document Links City of Merced – Merced Approach to Projects (MAP) 2010

  17. Streamlined Process City of Merced – Merced Approach to Projects (MAP) 2010

  18. Access to Resources City of Merced – Merced Approach to Projects (MAP) 2010

  19. Measures of Success Success of this project will be measured by the use and acceptance of the process and templates Management should assess the program based on the following: • Are the processes in the handbook clearly defined and understood by staff? • Can a new employee or someone new to project management gain enough information to successfully manage a project from Intranet resources? • Is there ongoing interest to learn more about project management and submit templates and sample documents to be posted and shared?

  20. Lessons Learned • Develop user buy-in through collaborative effort • Need flexible process and templates to adapt to current and future process • Plan to develop ongoing in-house support

  21. Questions? Thank you Nancy Nichols, MBA, PMP Project and Management Consulting (916) 390-2316 Nancy_Nichols_PMP@msn.com

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