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PROJECT MANAGEMENT FOR PROCUREMENT PROFESSIONALS Dianne Hardison March 21, 2013

PROJECT MANAGEMENT FOR PROCUREMENT PROFESSIONALS Dianne Hardison March 21, 2013. Dianne Hardison. CEO, The Hardison Group—2003 American Management Assoc. Trainer—1983 Director Domestic Marketing, FCEDA Director Technology Transfer, Virginia CIT

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PROJECT MANAGEMENT FOR PROCUREMENT PROFESSIONALS Dianne Hardison March 21, 2013

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  1. PROJECT MANAGEMENT FOR PROCUREMENT PROFESSIONALS Dianne Hardison March 21, 2013

  2. Dianne Hardison • CEO, The Hardison Group—2003 • American Management Assoc. Trainer—1983 • Director Domestic Marketing, FCEDA • Director Technology Transfer, Virginia CIT • Director Business & Government Services, NVCC • Director Human Resources, Kaaren Johnson Assoc. • Consultant, DC Government • Consultant, US Department Education • Coordinator Financial Aid, GMU

  3. Course objectives & AGENDA Provide common language and tools to manage Procurement Projects efficiently and effectively. • Project Management Overview • Initiating the Project • Planning the Work • Working the Plan • That’s a Wrap Resource—Project Management Institute’s PMBOK (Project Management Book of Knowledge)

  4. PROJECT MANAGEMENT OVERVIEWDEFINITIONS • Project—A temporary endeavor undertaken to create a unique product, service or result. • Temporary—defined timeframe exists; a beginning and an end. • Unique—project is different than previous activities. • Product, service or result is defined. • Program—A group of projects managed together as a unit. • Operations—Day to day implementation of a unit’s activities.

  5. PROJECT MANAGEMENT FOR PROCUREMENT PROFESSIONALS • Project? • Program? • Operations?

  6. PROJECT FRAMEWORK • Define • Plan • Execute • Manage • Close

  7. PROJECT FRAMEWORK—define Formally authorize project and define organization-level success criteria. • Stimulus • Event • Legislative Mandate • Requirement Developed at the “sponsorship-stakeholder” level (above Project Manager).

  8. PROJECT FRAMEWORK--PLAN • Develop detailed project goals, work plan, resource plan, risk management and other plans needed for successful project execution. • Deliverable—Project Plan

  9. PROJECT FRAMEWORK—MANAGE • Project Manager (PM) and Project Management Team (PMT) execute the Plan • Deliverables include status reports, forecasts, etc. • When the plans change, the PMT must revise plan to keep up-to-date

  10. PROJECT FRAMEWORK—Close • Conducting final lessons learned • Updating internal processes and procedures to incorporate new project outcomes • Reassigning PMT to new projects • Reporting on team performance • Archiving actual time for each task • Archiving documents • Reporting the results • Obtaining official closure on project

  11. CLASSICAL ROLES & RESPONSIBILITIESSenior Management Two Roles • Determine Project’s viability and define organizational objectives. Accomplished through Project Charter • After Project is approved and sanctioned, maintain support for Project through life line, ensuring adequate resources.

  12. ROLES & RESPONSIBILITIESSteering Committee* • Determine resource needs • Work with higher-level managers to balance resource demands • Select or reject projects • Schedule projects to balance resources • Review progress of all projects • Handle problems: readjust project schedules, authorize hiring of contractors, etc.

  13. PROJECT MANAGEMENT CHARTER Executive-level summary of the business case for the project that contains at a minimum, the essential items executive management needs to make a decision on whether to proceed with the project. • One document that does not change • Contract between executive management & PM • Prevents “scope creep” (in Congress they’re called “riders”)

  14. PM CHARTER ELEMENTS • Project mission or goal statement • Agency objectives • Deliverables • Scope: Inclusion and Exclusion • PM and level of authority • Agency resources • Approach • Risks, assumptions & other issues • Initial estimates

  15. CHARTER—MISSION/GOAL STATEMENT Describes key objectives: • Concise • Focused • Wordsmithed • Durable—Capable surviving entire project without change

  16. CHARTER—Agency OBJECTIVES Lists key goals the agency wants from project: • Relate to County/Municipality mission • Strategic Alignment

  17. CHARTER—DELIVERABLES Briefly describes the key deliverables and any characteristics important to senior management and project success

  18. CHARTER—SCOPE Lists the activities or goals both included and excluded in the project. The purpose of the exclusions is to prevent clients and other stakeholders from assuming that they’re getting something they’re not.

  19. CHARTER—PM & LEVEL OF AUTHORITY Identifies the PM and what he/she is allowed to do. This may include hiring staff, consultants or vendors; conducting training; or authorizing capital expenditures.

  20. CHARTER—AGENCY RESOURCES Provides high-level estimates of resources needed by the various departments • Funding • Equipment • PM • PMT • Skill set required • Records Management • ???

  21. CHARTER—APPROACH Takes an agency-level approach to accomplishing the project. List: • Procedures • Methodologies • Templates

  22. CHARTER—RISKS, ASSUMPTIONS & OTHER ISSUES Lists key project-level risks and assumptions associated with the project. Use simple risk/reward model to determine whether to undertake the project.

  23. CHARTER—Initial Estimates Uses appropriate SMEs and qualified PM to provide initial estimates for time and cost. Early estimates might include wide range of values ± 30%.

  24. SAMPLE CHARTER (CORPORATE) • www.AllyBusiness.com • Charter Development Exercise—20 minutes • Develop DRAFT Charter of current, past or hypothetical Project

  25. EXERCISE Draft a Procurement Project Management Charter

  26. PLANNING THE WORKPROJECT SCOPE DEFINITION Once Charter has been executed by all required stakeholders, Project Planning begins. • Identify ALL requirements & deliverables • Identify needs of ALL stakeholders: purchasing, HR, finance functional managers, etc. • PMT must satisfy all stakeholders while satisfying goals in Charter on limited budget and schedule • GBS—Goals Breakdown Structure: breaking down high-level goals into smaller goals.(Gershenson, Bender, Syme outline 1, A, 1, 2, 3., etc.

  27. WORK DEFINITION • WBS—Work Breakdown Structure • Best-known construct in PM—Core of Project Plan Project Title 1. Phase 1 A. Deliverable 1 1. work package a 2. work package b 3. work package c B. Deliverable 2 2. Phase 2

  28. Solicit proposal GOODS OR SERVICES • Phase 1 • Phase 2 • Phase 3 • Phase 4 • Phase 5

  29. STRATEGIC ALIGNMENT • Balanced & comprehensive objectives • Specific and durable objectives • Hierarchical framework • Measurable objectives • Stakeholder agreement • Environmental & organizational assumptions???

  30. PROJECT LIFE CYCLE REQUIREMENTS Must establish and USE overriding structure for Project execution. • Initiating • Planning • Executing • Monitoring • Controlling • Closing

  31. LIFE CYCLES WITH SEQUENTIAL PHASES • Linear succession of phases • Connect concept to result • Milestone decision points=phase reviews (stage or review gates, etc.) • Progression flows from step to step=waterfall life cycle. • Incorporate into WBS • Synchronize life cycle decisions & review milestones if part of multiple, dependent, projects. • Thinking, doing, checking & delivery.

  32. LIFE CYCLE Project Start Release Plan Decision Cycle 1 Cycles 2-N Closure Project End

  33. ASSIGNING TASK OWNERSHIP • For each activity from WBS, list owner and other contributors committed to the work. • Responsibility Analysis Matrix—summarize activity staffing for WBS activities. • List unmet skills; fill gaps • Knowledge in specific areas • Proficiency with tools & equipment • Experience with applications & systems • Communication & language skills • Amount and level of experience in given field

  34. MIND MAP OF RESOURCES NEEDED RFP

  35. Successful estimating • Use SMEs to Establish Benchmarks • Reference Past Projects/Lessons Learned • Factor Assumptions • Assess Skill Level

  36. ESTIMATING TIME O = Optimistic P = Pessimistic M = Most Likely (based on experience) E = Estimated Time E = O + P + (4xM) 6

  37. Risk assessment matrix Probability (Extreme Risk) H M L L M H Impact

  38. Summary planning flowchart Project Initiation Requirements Collection Scope Definition WBS Activity Definition Cost Estimating Activity Resource Estimating Activity Duration Estimating Activity Sequence Schedule Dev. Risk Mgmt Planning Cost Budgeting Resource Leveling Risk ID Constraint Mgmt. & Plan Optimiz. Qualitative Risk Analysis Quantitative Risk Analysis Risk Response Planning Project Plan Dev. Project Baseline Setting

  39. GANTT or Bar Chart • List all Activities • Chunk into Common Groups • Determine Sequence • Determine Due Dates, Deadlines, etc. • Predecessors • Determine Personnel Resources • Create Chart

  40. GANTT or Bar Chart

  41. GANTT CHART

  42. Program Evaluation and Review Technique (PERT) Chart • Critical Path Method • List all Activities on Note Cards • Determine Activity Sequences • Determine Predecessors • Draw Dependencies between Tasks • Determine Durations • Great Chart

  43. PERT CHART

  44. WORKING THE PLANTEAM DEVELOPMENT • Start-up Workshop—develop trust & interpersonal relationships matrix & virtual teams* • Align project objectives with individual goals • Build motivation-WIIFM • Employ “influence without authority” • Honest, open communications • Choose appropriate tools • Coach & mentor

  45. WORKING THE PLANTEAM MANAGEMENT • Involve in user-needs assessments • Confirm understanding of objectives, vision, etc. • Involve in project plan development • Build buy-in & commitment • Delegate responsibility & ownership • Determine project infrastructure to facilitate productivity & effective information flow

  46. WORKING THE PLANCommunicating informally • MBWA once/week (reinforces trust, builds relationships • One-on-one casual meetings • Luncheon updates

  47. WORKING THE PLANCommunications PLANNING • Review project infrastructure decisions & determine how formal communications will occur • Define internal reporting for entire PM • Plan external communications for stakeholders • Schedule routine communications Project definition docs, project reviews, status reports, briefings, logs of project issues, approved changes, project closure reports • Determine plan for archiving project data (PMIS, Project Management Information System)

  48. WORKING THE PLANCONDUCTING Project Reviews • At project life cycle or phase transitions • At major milestones or checkpoints • Following significant Project changes • When Project staff members join or leave • After reorganizations • At the end of the fiscal quarter

  49. WORKING THE PLANProject Review Agenda items • Recognition of significant accomplishments • Reinforcement of team management • Review of Project objective • Revalidation of project constraints & assumptions • New Activity definition & risk identification • Revisions to activity duration estimating & activity sequencing • Review of procurement administration • Adjustments to Project infrastructure • Analysis of project trends & changes • Collection of lessons learned & opportunities for process improvement

  50. WORKING THE PLANCommunications PLANNING • Refine Communications plan to meet needs of sponsor, stakeholder, team • Online data storage—consider security • Access control issues • Document hardware needs in communications plan • For virtual teams, install teleconferencing equipment, if necessary • Update plan as needed to improve visibility and information flow throughout project

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