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Info-Tech Research Group
Info-Tech Research Group

fective project management is critical to ensure that the results meet stakeholder expectations, yet organizations resist project management due to the perception that it must be complex and require excessive effort and expense. This solution set overview will help you: •Understand the Project Management Essentials. •Implement the essentials to improve project success rates. •Link to tools and templates for successful project planning, monitoring, and communication. Clear success criteria, strong soft skills, a focus on resource planning, and an active approach to project management are more important than formalized frameworks, certified project managers or complex software.

TechnologieBusiness
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Project Management Essentials Info-Tech Research Group
Introduction ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Info-Tech Research Group
Executive Summary ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Info-Tech Research Group
[object Object],[object Object],[object Object],Info-Tech Research Reveals That Project Management is a Struggle for Most Organizations Info-Tech Research Group * Importance measurement is based on the % of respondents who indicated that the given metric was important. **Success measurement is based on the % of respondents who indicated that they were successful at the given metric. Most Projects Have Low Success Rates Adherence to Scope Projects are on Budget Projects are on Time Quality of Deliverables Management Satisfaction Stakeholder's Satisfaction 20% 30% 40% 50% 60% 70% 80% 90% 100% 20% 30% 40% 50% 60% 70% 80% 90% 100% Importance* Success**
Project Management Info-Tech Research Group Establish Success Criteria Develop the Plan Manage Progress The Essentials Assign Project Manager Role ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
A Project Example ,[object Object],[object Object],[object Object],[object Object],Info-Tech Research Group
Establish Success Criteria Info-Tech Research Group Establish Success Criteria Develop the Plan Manage Progress Assign Project Manager Role ,[object Object],[object Object],[object Object],[object Object]
Establish Concrete Success Criteria to Keep the Project Focused Less than 40% of projects satisfy both management and stakeholders. Improve the chances for success by getting agreement on measurable success criteria. Info-Tech Research Group When project objectives conflict, make decisions based on success criteria first, then scope, then timing, and then budget. Info-Tech Insight: Goal Required Action Trackit Example Meet All Stakeholder Expectations ,[object Object],[object Object],[object Object],[object Object],Control Scope Expansion ,[object Object],[object Object],[object Object],Establish Testing Objectives ,[object Object],[object Object],[object Object]
Assign Project Manager Role Info-Tech Research Group Establish Success Criteria Develop the Plan Manage Progress Assign Project Manager Role ,[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],Organizations Identify Project Managers’ Soft Skills as More Important Than Process and Control “ The single most important thing I want to put forward is that project management is not just about process and control. If you don’t have people skills in order to get everybody on the same page and working towards the same goal, the project isn’t successful.” Applications Manager, Recreation Services Info-Tech Research Group * Importance measurement is based on the % of respondents who indicated that the given skill was important. **Satisfaction measurement is based on the % of respondents who indicated that they were satisfied with their project managers’ given skill.
Info-Tech Research Group Assign a Project Manager Who is Committed to Success and has the Soft Skills to Drive the Project Someone with a vested interest in the outcome – in this case study, the person who recommended the tool – is more likely to take personal responsibility for driving the project to a successful conclusion. Info-Tech Insight: Criteria Description Trackit Example Commitment to Success ,[object Object],[object Object],[object Object],[object Object],Communication Skills ,[object Object],[object Object],[object Object],[object Object],Influencing Skills ,[object Object],[object Object]
Clarify the Project Manager’s Authority and Escalation Path to Enable Timely Decision Making Info-Tech Research Group Role Recommended Responsibility Project Manager ,[object Object],[object Object],[object Object],IT Sponsor ,[object Object],Business Sponsor ,[object Object],[object Object],Executive Stakeholder ,[object Object]
Develop the Plan Info-Tech Research Group Establish Success Criteria Develop the Plan Manage Progress Assign Project Manager Role ,[object Object],[object Object],[object Object],[object Object]
Develop a Project Plan That Aligns Major Activities, Resource Requirements, and Project Timelines Determine Major Activities Investigate Resource Availability Create 2 to 3 Timeline Options Build in Contingencies Refine Selected Project Plan Assess Resource and Timing Risks Consider More Than One Approach Adjust the Plan Identify Required Resources The first way is not always the best way. Consider alternative approaches that make better use of resources or reduce project risks. Info-Tech Research Group Identify Resource/Timing Options
Focus on Major Activities to Produce a Lean Plan That Can Be Managed More Efficiently Info-Tech Research Group Breaking down activities into more granular tasks unnecessarily increases PM overhead, taking time away from more important tasks such as managing resources, resolving issues, and mitigating risks. Info-Tech Insight: Recommendation Why This Matters Trackit Example Group Related Tasks ,[object Object],[object Object],[object Object],Eliminate Nice-to-Have Tasks ,[object Object],[object Object],[object Object],Assign a Specific Deliverable for Each Activity ,[object Object],[object Object],Account for Dependencies ,[object Object],[object Object],[object Object]
Resource Availability is the Number One Project Risk—Plan Resources Early and Build in Contingencies Info-Tech Research Group Don’t focus just on internal resources. Failure to anticipate vendor risks can sink you. Info-Tech Insight: Typical Resource Risk How to Minimize Risk Trackit Example Technical resources may be pulled to fix critical issues ,[object Object],[object Object],[object Object],[object Object],Business subject matter experts support several projects ,[object Object],[object Object],Vendors are not in your direct line of control ,[object Object],[object Object]
Establish a Timeline That Includes Realistic Milestones, Target Dates, and Contingency Time for Testing Info-Tech Research Group Timeline Elements Required Action Trackit Example Fixed Dates ,[object Object],[object Object],Weekly Targets ,[object Object],[object Object],[object Object],Testing and Contingency Time ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],Combine Activities, Resources, and Timelines in One Tool for Easy Maintenance and Review Info-Tech Research Group
Create a Communication Plan to Keep the Project Team on Track and Inform Management of Progress ,[object Object],People are more likely to divulge issues one-on-one. Maintain open communications with your team to know the real status of the project. Info-Tech Insight: Info-Tech Research Group Critical Communications Purpose Project Kick-Off Meeting ,[object Object],Weekly Project Team Meetings ,[object Object],Meeting Summaries ,[object Object],Status Updates to Management ,[object Object],Escalation Path ,[object Object]
Manage Progress and Update the Plan Info-Tech Research Group Establish Success Criteria Develop the Plan Manage Progress Assign Project Manager Role ,[object Object],[object Object],[object Object],[object Object]
Actively Managing Progress is Necessary to Drive the Project to Completion ,[object Object],[object Object],[object Object],[object Object],[object Object],Info-Tech Research Group Recording status and providing reports is not enough. The project manager must:
[object Object],[object Object],[object Object],[object Object],Use the Kickoff Meeting to Establish Responsibilities and Introduce the Project Plan Info-Tech Research Group
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Meet Weekly with the Project Team to Track Status, Review Project Changes and Resolve Issues Info-Tech Research Group
[object Object],[object Object],[object Object],[object Object],Update the Plan to Accurately Reflect Current Status and Timelines Info-Tech Research Group In the Trackit example, Gary has been pulled to resolve network issues. His backup, Deb, takes over his tasks, and dates are adjusted to reflect her availability.
[object Object],[object Object],[object Object],Publish Meeting Summaries to Document Decisions and Inform Management of Project Status Info-Tech Research Group
[object Object],[object Object],[object Object],Create a Milestones Report to Supplement Status Updates to Management Info-Tech Research Group
Insights: Project Myths Be Realistic in Managing Projects Info-Tech Research Group Project Tasks The Myth The Reality Progress Reporting ,[object Object],[object Object],Task Estimating ,[object Object],[object Object],Plan Approval ,[object Object],[object Object],Specification Approval ,[object Object],[object Object]
Review the Project Upon Completion to Evaluate Success and Document Lessons Learned for Future Projects Info-Tech Research Group ,[object Object],[object Object],[object Object],[object Object],[object Object]
Conclusion ,[object Object],[object Object],[object Object],Info-Tech Research Group

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project management essentials

  • 1. Project Management Essentials Info-Tech Research Group
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  • 14. Develop a Project Plan That Aligns Major Activities, Resource Requirements, and Project Timelines Determine Major Activities Investigate Resource Availability Create 2 to 3 Timeline Options Build in Contingencies Refine Selected Project Plan Assess Resource and Timing Risks Consider More Than One Approach Adjust the Plan Identify Required Resources The first way is not always the best way. Consider alternative approaches that make better use of resources or reduce project risks. Info-Tech Research Group Identify Resource/Timing Options
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