IM04 - BI Project Management

1. IM04: MANAGING BUSINESS
INTELLIGENCE PROJECTS SUCCESSFUL
Presented by Kelvin Chan

2. Introduction
• A PRINCE2 based Methodology
• To read the book from the OGC publication “Managing
Successful Projects with PRINCE2” which is officially
published by TSO.

3. Key Success Factors
• Solid Requirements
• Controlled Project Environment
• Good Data Architect with Business Sense
• Higher Degree of Delegated Powers given to
Project Sponsor

4. PRINCE2 project management method suggests
that projects should be broken down into
stages and these sub-processes dictate how
each individual stage should be controlled.

5. Project Methodology
DP CS
SU
IP Project Team Organization SB
CP Project Scope
MP
Project Plan
Quality Management Strategy
Risk Management Strategy
Change Management Strategy
Communication Management Strategy

6. Project Processes
SU IP DP
Project Start-Up
M
IP SB CS DP
Requirement P
Analysis
M
SB CS DP
Data Architecture P
Development
M
SB CS DP
Report
P
Development
M
SB CS DP
Training and
P
Handover
M
CP CS DP
P
Project Closure

7. Customized PRINCE2 7 Processes
Start-Up a Project
• During Pre-Sales Stage, we receive a Project Mandate on Scope and Requirements. We then conduct Proof-of-Concept
• If the deal is closed, Project Plan, Project Approach, Project Brief should be prepared before IP
SU
Initiate a Project
• Stage Plan, PID, Product Description should be prepared
• Project Team Organization must be confirmed
IP
Direct a Project
• Project Board Members (Project Sponsor, Senior Supplier, Senior User) should be accountable for this process
• Participate in PSC Meeting
DP • Make decision on all milestones and Stage Clearance Confirmation
Control Project Stages
• Project Manager should be accountable for this process
CS •
•
Regular Highlight Report
Exception Report
• Issue Logging (Change, Risk or Concern…)
• Define Work Package (Action Plan) for each Task within the Stage
Manage Product Delivery
• Team Manager should be accountable for this process
M • Monitor and Execute the Work Package (Action Plan) until the required tasks are completed
P • Decide Team Plan on completing the required Tasks
Manage Stage Boundaries
• Project Manager should be accountable for this process
• End Stage Report must be prepared for Project Board ‘s approval (DP)
SB
Close a Project
• End Project Report must be prepared by Project Manager for Project Board ‘s approval (DP)
CP

8. PM Processes vs Methodology
• People tend to confuse Processes and Methodology. A set of
Project Management Processes is not a Methodology.
Methodology is about how to execute the Processes
• PMI offers processes for project management. PRINCE2 from
the UK offers a full methodology, with stage gates, work
authorization forms, and so on.
• Processes to me is a Toolbox. They consists of best practice
inputs, outputs, and tools/techniques for the various elements
of managing projects
• Methodology is a basic foundation that enables Project
Managers can easily apply on all related Projects

9. Project Organization
Top
Management
Project Senior Senior Project Senior User
Board Supplier Technical Sponsor
Project User
Manager Assurance
Team
Manager
Development
Team
Members

10. Responsibilities of Project Board
Be
accountable
Ensure
Provide
effective
unified
communicatio
direction
n
Support the
Duties & Delegate
project
Behaviours effectively
manager
Ensure Facilitate
effective cross-
decision- functional
making integration
Commit
resources

11. Responsibilities of Project Sponsor
• The key responsibility associated with the Sponsor is
making sure that the project remains focused toward
its objectives, ultimately delivering the outputs (or
products) necessary for generating the outcomes that
will enable the expected benefits to be realized. As
well as this, the Sponsor is responsible for assuring
value for money on the project, by implementing an
approach that is cost-conscious, weighing the
demands of the business, user, and supplier against
one another. This role is ultimately accountable for
the success of the project and has the veto on any
decision making.

12. Responsibilities of Senior User
• The ‘user’ stakeholder interest encompasses all who will
operate, support and maintain the products that the project
creates, as well as those who will use the project’s products
to realize the expected benefits. The Senior User, who will
usually be a high-level manager from the customer
organization, is responsible for making sure that the needs of
the users are clearly and fully defined, for committing user
resources, liaising between the user and the project team,
and ensuring that the outcome meets the users’ needs,
conforming to the Business Case with regard to ease of use,
functions, and quality requirements.

13. Responsibilities of Senior Technical
• Can commit Technical Resource that needed
for BI Project Implementation
• This role normally will be the IT Manager

14. Responsibilities of Senior Supplier
• It is vital that those who design, build and
deliver the products requested by the user
should also be represented on the Project
Board. The Senior Supplier role has been defined
to represent these groups. It is the Senior
Supplier’s responsibility to ensure that products
are delivered in conformance with the user’s
specification, and the Senior Supplier must
therefore have the authority to commit the
required supplier resources to the project.

15. Responsibilities of Project Manager
• Is responsible for day-to-day management of
the project and will delegate responsibility
for the creation of products to the team
manager or specialist team members
themselves.

16. Responsibilities of Team Manager
• The Team Manager will perform the daily
management of the team
• Lead the Technical Team to implement
solutions according to the requirements and
the instructions of Project Manager
• Provide Technical Solutions to Project
Manager

17. Steps to Actual Project Start

18. Process Model Timeline

19. PRINCE2 Processes By Definition

20. Starting up a Project (SU)
• It is a pre-project process that designed to ensure all pre-requisites for IP
are in place. The process expects the existence of a Project Mandate
which defines Project Scope, Requirements and Goals. Starting up a
Project should be very short.
• Appoint the Project Team
• Create the Initiation Stage Plan.

21. Initiating a Project (IP)
• Agree whether or not there is sufficient justification to proceed with
the project
• Establish a Project Approach on which to proceed
• Document and confirm that an acceptable Business Case exists for the
project
• Ensure a firm and accepted Foundation to the project prior to
commencement of the work
• Agree to the commitment of resources throughout each stage of the
project
• Enable and encourage the Project Board to take ownership of the
project
• Provide the baseline for the decision-making processes required
during the project’s life
• Ensure that the investment of time and effort required by the project
is made wisely, taking account of the risks to the project

22. Directing a Project (DP)
• Directing a Project runs from the start-up of the project
until its closure.
• This process is aimed at the Project Board.
• The Project Board manages and monitors via reports and
controls through a number of decision points.

23. Controlling a Stage (CS)
• Project Manager should stay on course and reacts to unexpected
events
• Project Manager’s day-to-day management of the project
• Authorizing work to be done
• Gathering progress information about that work
• Watching for changes
• Reviewing the situation
• Reporting on Progress, Exception, Issue…
• Taking any necessary Corrective Action.
• This process covers these activities, together with the on-going work
of risk management and change control.

24. Managing Product Delivery (MP)
• Make sure the Work Package to the Team Manager is effectively
authorised and agreed
• Make sure the Work Package is conformed to the requirements
• Assess Work Progress and Forecasts regularly
• Ensure completed products meet quality criteria
• Obtain approval for the completed products.

25. Managing a Stage Boundary (SB)
• Assure the Project Board that all deliverables planned in the current
Stage Plan have been completed as defined
• Provide the information needed for the Project Board to assess the
continuing viability of the project
• Provide the Project Board with information needed to approve the
current stage’s completion and authorise the start of the next stage,
together with its delegated tolerance level
• Record any measurements or lessons which can help later stages of
this project and/or other projects.

26. Closing a Project (CP)
• Check the extent to which the objectives or aims set out in the Project
Initiation Document (PID) have been met
• Confirm the extent of the fulfillment of the Project Initiation
Document (PID) and the Customer’s satisfaction with the deliverables
• Obtain formal acceptance of the deliverables
• Ensure to what extent all expected products have been handed over
and accepted by the Customer
• Confirm that maintenance and operation arrangements are in place
(where appropriate)
• Make any recommendations for follow-on actions
• Capture lessons resulting from the project and complete the Lessons
Learned Report
• Prepare an End Project Report
• Notify the host organisation of the intention to disband the project
organisation and resources.

27. Thank You !