Right-Sized Project Management
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The document discusses the development of a right-sized project management process at Vassar College, emphasizing the importance of determining the appropriate level of project management for different departments. It outlines the establishment of a project management governance team, their training, and simplification of the project lifecycle and guidelines. Key lessons learned include the significance of communication, flexibility, and fostering a positive culture in project management practices.
Right-Sized Project Management
- 1. Right-Sized Project Management How Much Planning Is Enough
- 2. Who The Heck Are You? Jean Tagliamonte, CAPM Interim Project Manager Vassar College Computing & Information Services
- 3. What Qualifies You To Tell Us About The Right Amount of Project Management? Absolutely Nothing. Only YOU can figure out the right level of project management for your department or institution.
- 4. How Did We Get Started?
- 5. How Did We Get Started? Hired a Pro! Identified others with interest or innate skills for Project Management
- 6. How Did We Get Started? Assembled a Project Management Governance Team
- 7. The Team Studied basics of Project Management Decided to create guidelines for Life-cycle of a project Individual project management
- 8. Idea to Service Before PM Governance Recommendations Something was requested. Who was asking? Was there money? Implemented request.
- 10. What’s the need? Does it fit in with our other priorities? For other departments, does the senior leadership know about and/or support the request? Do we have the financial and human resources? How does this fit into our existing service offering? Does this project support our IT strategy and the strategy of the college? If we decide to do it, do we need to do it now?
- 11. Project Life-Cycle With this in mind, the PM Governance team created a project life-cycle.
- 12. IT’S ME! IT’S ME! IT’S ME! IT’S ME! IT’S ME! IT’S ME! IT’S ME! IT’S ME!
- 14. Presentations, regular update posts, educational videos Understanding and Communication
- 16. Team Development
- 17. We want to be better a project management and here’s how we are going to begin. Direction
- 18. Tricky concept for a small word. Trust
- 19. You won’t get it right the first time. Process Worst. Hulk. Ever.
- 20. The prize at the bottom of the box of cereal! Results
- 21. Requirements for Individual Project Management a.k.a. The instruction manual Project Planning Guidelines
- 24. If it’s optional, it’s probably not necessary. Simplify. Simplify. Then simplify again. Project Planning Guidelines
- 26. Small projects start at 10 hours. What about projects smaller than 10 hours? What about large? Important Things To Note
- 27. Document Templates Lightweight PM Scheduling Central Location Training Tools
- 30. Shared Google Drive We created a shared Google Drive to house and be the repository for all these documents.
- 31. We provided hands on training during which everyone created a sample project. Training
- 32. So... Right about now you are probably thinking...
- 33. Stuck with it for 6 months. What did we do?
- 34. Share the plan Collect feedback Make sure everyone feels heard But Collect Feedback
- 35. What Did We Do Differently? Let’s Play A Game I have prizes!!! I have prizes!!! I have prizes!!! I have prizes!!! I have prizes!!! I have prizes!!! I have prizes!!!
- 36. What did we change? Life-Cycle
- 37. Idea Stage went from 6 steps to 3 Proposed Stage stayed the same Planning Stage went from 5 steps to 3 Project Stage stayed the same Removed complexity of different rules for under 10 hours Simplified Life-Cycle
- 38. What did we change? Requirements
- 39. What did we change? Requirements
- 40. What did we change? Templates
- 41. Kept most of the templates Built a Proposal / Charter form in our Service Management Tool Changed the Communications Plan to a set of guidelines Templates
- 42. What did we change? Lightweight Tool
- 44. What did we change? Training
- 45. First time, full hands on training This time, 15-minute presentation Training
- 46. Other Things We Changed IT’S ME AGAIN! Encouraged Lessons Learned Met individually with groups who had trouble with or avoided the process before Created a PMO One PMP, One CAPM
- 47. More Lessons Learned What Else Did We Learn Along The Way?
- 48. Don’t use words like “enforcing” or “policing” Be realistic Strive for “encouraging” and “assisting” Be Positive
- 49. Lightweight is good but make sure you aren’t just going through the motions Have people who can focus on the big picture Be Careful
- 50. Communicate early and often Be open to the notion that you maybe weren’t as clear as you thought you were Be open-minded Be Clear
- 52. You See... I Have A Secret What’s Project Management Really About?
- 53. I’ll Give You a Hint It’s Not About Projects
- 54. People Culture Communications Situational Management Customer Satisfaction It’s Not About Projects
- 55. Don’t be this guy! People
- 56. Communication Be truthful, be honest, speak up and listen!
- 57. Is this everyone on your team? Culture
- 59. What we all are striving for. Customer Satisfaction
- 61. Driving Director: Tony Stark / Ironman Objective: Get it done Traits: Efficiency, self-motivation, independence Strengths: Command, leadership Decision-Making: Quick with little information Motivators: Achievement, challenge Comfortable: Structured, formal environments Uncomfortable: Dependence on others, Unable to directly resolve a problem Negotiation: Suggestions (power strategy) Interacting Communicator: Steve Rogers / Captain America Objective: Get together Traits: Friendliness, enthusiasm, self-confidence Strengths: Drive home a point of view with the ability to understand other perspectives and adapt Decision-Making: After soliciting input Motivators: Communication, relationships Comfortable: Social environments Uncomfortable: Independent situations Negotiation: Benefits to others (people strategy) PeopleOriented Conscientious Thinker: Bruce Banner / Hulk Objective: Get it right Traits: Logic, structure, accuracy Strengths: Self-reliant, organizing facts, working with precise details or complex systems Decision-Making: After research Motivators: Facts, certainty Comfortable: Sure of their position, clear expectations Uncomfortable: Risk Negotiation: Evidence (proof strategy) TaskOriented Steady Relater: Agent Coulson Objective: Get along Traits: Patience, thoughtfulness, persistence Strengths: Dependable, loyal, listening, counseling, and able to work steadily at a task until it is achieved Decision-Making: After planning Motivators: Time, support Comfortable: Status quo Uncomfortable: Change, distractions, interruptions Negotiation: Time to reach decisions (promise strategy) Faster Paced, Direct, Extrovert Slower Paced, Indirect, Introvert
- 62. I hope we’ve established 3 things: A good foundation for a Project Management Process Your personality type And that, if nothing else, I’m good at finding Avengers Memes on the internet The Real End
- 63. Have a Happy Thorsday!
- 64. All files you might want: goo.gl/lMALkh Thank You