ProjMgmt_CPMM_CCD_May06

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Published on December 19, 2008

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Cornell Project Management Methodology (CPMM) : Cornell Project Management Methodology (CPMM) Cornell UniversityOffice of Information Technologies Presentation to Cornell Computing Directors, May 10, 2006 Catherine M McNamara, PMP Senior Project Management Consultant E-Mail: cmm4@cornell.edu Phone: 607-255-6956 CIT Organization : 2 CIT Organization Why did the Project Management (PM) initiative get started at CU? : 3 Why did the Project Management (PM) initiative get started at CU? There was a University need Office of Human Resource's (OHR), Organizational Development Services (ODS) was the group charged to address PM by VP of OHR There was an internal CIT need for greater PM expertise and VP OIT agreed to pilot program for the University Large administrative systems implementations would benefit from in house expertise Topics Covered : 4 Topics Covered A little history of CIT’s initiative and the Partnership with Organizational Development Services (ODS) Origins and overview of the Cornell Project Management Methodology (CPMM) Walk through the CPMM Web Site Next steps for CIT/OIT Contact Information (ODS) CIT/Project Priority List History : 5 History 2003 - Systems Management Group (SMG) approved a pilot program - lead by Office of Human Resources, Director of Organizational Development Services, Chet Warzynski Partnered with International Institute for Learning (IIL) Training focus (over 300 people attended Project Management training sessions 2003 / 2004) History : 6 History CIT / OIT created the Project Management Consulting Practice – hired me in Jan 2004 Overall Goal Significantly increase CIT’s project management capabilities, with the ultimate goal of improving the execution of projects to our customers Work in coordination with ODS to develop a Cornell Project Management Methodology and Training Program : 7 Foster shared PM culture and language Create a flexible PM methodology Provide Just-In-Time Training for new projects Provide expertise, mentoring and other learning experiences Evaluate automated tools to support PM Evolve a Portfolio Management Process Specific Objectives of the CIT Project Mgmt Consulting Practice Project Management Core Working Team – Develop and Pilot CPMM in CIT : 8 Project Management Core Working Team – Develop and Pilot CPMM in CIT Teresa Craighead, Academic Technology Services and User Support Donna Taber, Information Systems Tom Theimer, Network and Communication Services Michelle Reynolds, Network and Communication Services Nancy VanOrman, Information Systems Bill Turner, Information Systems Noni Vidal, Academic Technology Services and User Support Erica Jessup, OIT-CIT Admin & Finance Patricia A Nelson, OIT-CIT Admin & Finance Laurie Collinsworth, Systems & Operations Catherine McNamara, OIT Terry Kristensen, Flower-Sprecher Library assisted in developing the CPMM Training Curriculum Project Management Advisory Group : 9 Project Management Advisory Group Tom Every, Academic Technology Services and User Support Mark Mara, Advanced Technology and Architectures Dave Koehler, Information Systems Vicky Dean, Systems & Operations Sebastian Carello, Academic Technology Services and User Support Sasja Huijts, Network and Communication Services Jim Lombardi, Academic Technology Services and User Support Catherine McNamara, OIT Helen Mohrmann, OIT Rohit Ahuja, OIT-CIT Admin & Finance Chet Warzynski, Organization Development Services Major CPMM Deliverables were developed : 10 Major CPMM Deliverables were developed CPMM Quick Guide CPMM Set of Templates CPMM Guidebook CPMM Training Program These are available university wide on the CPMM Web Site and through training with ODS Origin of CPMM and Guidebook : 11 Origin of CPMM and Guidebook The information in the guidebook was provided to Cornell University at the courtesy of the New York State Office for Technology, copyright 2003. We have edited the text and changed some order to adapt it to Cornell University Project Management Methodology terminology and processes. CPMM CPMM Overview – Process Groups : 12 CPMM Overview – Process Groups Project Initiation – Project Charter Project Planning (High Level) – Project Initiation Plan (PIP) Project Planning (Detail Level) – Baseline Plan Project Execution and Control Project Closeout Slide 13: 13 Project Management Activity Levels : 14 Project Management Activity Levels Adapted from PMBOK® Guide 2000 (1) Project Initiation : 15 (1) Project Initiation Purpose: Initiate and evaluate proposed projects Presents the strength of the business case and viability of the solution are evaluated Identifies costs and resources for Project Planning (High Level) Major Deliverable is the Project Charter (2) Project Planning (High Level): : 16 (2) Project Planning (High Level): Purpose Define the overall parameters of the project Establish the appropriate environment Foundation for future efforts Ensure a commitment to the project Ensure a consistent understanding of the project with key stakeholders Set expectations Identify resources for the overall project Major Deliverable is the Project Initiation Plan (PIP) Project Initiation Plan (PIP) : 17 Project Initiation Plan (PIP) Project Overall Goal, Objectives and Success Criteria Project Scope Project High Level Schedule Assumptions Benefits and Budget Project Initiation Plan (PIP) : 18 Project Initiation Plan (PIP) Governance and Resourcing Management Approaches High Level Risk Plan Produce Project Initiation Plan Work Breakdown Structure (WBS) : 19 Work Breakdown Structure (WBS) WBS (Pre requisite for developing the high level schedule) Captures the work of the project that needs to be done, to meet the project objectives (includes Milestones, Deliverables, Tasks, and Activities) The WBS is the cornerstone of Project Planning Slide 20: 20 Project Management Lifecycle and System Development Lifecycle Work Breakdown Structure Stakeholder Identification : 21 Stakeholder Identification Anyone who: Is affected by activities or results of a project Can influence, support or resist the outcome Has a personal, financial, or professional interest in the outcome Communication Plan : 22 Communication Plan Describes the means by which project communication will occur Must be bi-directional Project Manager receives input from project team and stakeholders Project Manager provides information to team and stakeholders Plan should be reviewed regularly throughout the project Project Governance : 23 Project Governance Manner in which the project will function Accountability framework Usually put in a graphical chart Used when defining issues escalation and scope change process Different than organizational structure Confirm approval to Proceed : 24 Confirm approval to Proceed Present the PIP to Key Stakeholders for validation Gain approval to proceed Signatures are important! (3) Project Planning (Detail Level)-Processes : 25 (3) Project Planning (Detail Level)-Processes Purpose Refine the plan to the level you plan to manage the project activities Once the detail “Baseline” Plan is complete Change Control begins Project Sponsorship is re-confirmed and provides approval to proceed (4) Project Execution and Control : 26 (4) Project Execution and Control Purpose Develop the product or service that the project was commissioned to deliver Utilizes the plans, schedules, and procedures prepared in prior planning sessions Manage the Triple Constraints (Scope, Schedule, Budget) Deliver the Product and gain acceptance Manage the Triple Constraints : 27 Manage the Triple Constraints Manage Project Execution : 28 Manage Project Execution Manage Change Control Manage Acceptance of Deliverables Manage Risks and Issues and Escalation Execute Communication Plan Manage Organizational Change Manage the Project Team Manage Project Implementation and Transition Plans (5) Project Closeout : 29 (5) Project Closeout Purpose Assess the project and derive any lessons learned and best practices to be applied to future projects Includes Post Implementation Review (Lessons Learned) Perform Administrative Closeout – Final Project Repository CPMM Website : 30 CPMM Website Lets take a look at the CPMM Website www.projectmanagment.cornell.edu Why is the Methodology so Important? : 31 Why is the Methodology so Important? Provides a roadmap for a consistent, repeatable process Helps project managers’ deal with common problems that occur during projects Provides standardized templates for frequently used documents Clearly defines roles and expectations for all stakeholders and participants Provides a realistic picture of the project and resources committed How does this fit in the big picture? : 32 How does this fit in the big picture? CPMM is one part of a much larger opportunity for personal development: Team Building Coaching and Mentoring Conflict Resolution Communications Facilitation Relationship Management Other Skills Areas of Expertise for a Project Manager : 33 Areas of Expertise for a Project Manager Project Management Body of Knowledge Application area knowledge and standards Understanding the project environment General management knowledge and skills Interpersonal skills Any Questions so far? : 34 Any Questions so far? Questions Current PM Activities in CIT and Next Steps : 35 Current PM Activities in CIT and Next Steps Coaching, Mentoring, Training Project Managers and Project Teams Facilitate planning sessions Maintain Project Priority List (working with SAM and SRM) currently 120 open projects Piloted Portfolio Management Process with SRM Evaluating and implementing PM tools Organizational Development Services Offerings : 36 Organizational Development Services Offerings Available to all of Campus Quarterly 2 Day Project Management Workshops ($195/person) Custom Project Management Workshops for Tactical Teams (Just In Time Training) Other Training CIT Project List : 37 CIT Project List Demo List Where do I get more information? : 38 Where do I get more information? Director, Organizational Development ServicesChet WarzynskiOffice of Human Resources Cornell University 20 Thornwood Drive, Suite 101Ithaca, NY 14850-1265 607-254-8308 Officeccw7@cornell.edu Linda Gasser Office of Human ResourcesCornell University371 Ives HallIthaca, NY 14853-3901607-254-8387 Office lsg3@cornell.edu

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