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Mana g in g Multi p le Small Projects Sandra F. Rowe, PMP, MBA, MSCIS Trinity

Managing Multiple Small Projects

Sandra F. Rowe, PMP, MBA, MSCIS Trinity Information Services

May 1, 2009

Purpose The purpose of this session is to provide you with the necessary k now ledge,

Purpose

The purpose of this session is to provide you with the necessary knowledge, skills, tools and techniques to effectively manage multiple small projects

Purpose The purpose of this session is to provide you with the necessary k now ledge,
Purpose The purpose of this session is to provide you with the necessary k now ledge,
Session Objectives Discuss the challen g es associated with mana g in g multiple small projects.

Session Objectives

Discuss the challenges associated with managing multiple small projects.

Use a project management process and tools specifically designed for managing multiple small projects.

Review leadership skills essential for managing multiple small projects.

Discuss Best Practices for managing multiple small projects.

Session Outline Project Management Overview Multiple Project Environment Multip le-Pro j ect Mana g ement Process

Session Outline

Project Management Overview Multiple Project Environment

Multiple-Project Management Process for Small Projects

Leadership Skills for Managing Multiple Small Projects

Best Practices for Managing Multiple Small Projects

K ey P ro j ect M anagement T erms Project – a temporary endeavor undertaken

Key Project Management Terms

Project a temporary endeavor undertaken to create a unique product, service or result.

Program – a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. Programs may include elements of related work outside of the scope of the discrete projects or program.

Portfolio – a collection of projects or programs and other work that are grouped together to facilitate effective management of that work to meet strategic business objectives. The projects or programs of the portfolio may not

necessarily be interdependent or directly related.

(PMBOK ® Guide – Fourth Edition)

P ro j ec t Management Lif e C yc l e Ph ases Initiatin g

Project Management Life Cycle Phases

Initiating

Planning

Executing

Controlling

Closing

Define the project in terms of scope , high-level deliverables

Define the detailed requirements and workplans for the project

Complete the work defined in the workplan

Monitor ongoing project activities against project plans to identify potential

Formally concludes all project activities, including

and costs

and costs variances and transition to

variances and

transition to

ensure that

operations

appropriate

appropriate

project action
 

project action

project action

taken

 
Initiatin g Plannin g Executin g C ontrollin g C losin g Define the project in
 

Standards

PM

Knowledge

Areas

Closing

Best Practices

Tools

Controlling

PM

Processes

Planning

Leadership

I

i

i

i

n t at ng

Scalable and Adaptable Scalable Level of complexity of the process Time in using the process F

Scalable and Adaptable

Scalable and Adaptable Scalable Level of complexity of the process Time in using the process F
Scalable and Adaptable Scalable Level of complexity of the process Time in using the process F

Scalable

Level of complexity of the process Time in using the process Focus of the process

Adaptable

Knowing how much process is required for an individual project

Knowing which tools and techniques to apply to the project

P ro j ec t S uccess Project success can be defined delivering the required product

Project Success

Project success can be defined delivering the required product within scope, on time and within budget,
Project success can be defined delivering the
required product within scope, on time and within
budget, while meeting quality and customer
expectations
Time
Cost
Quality
and
Customer
Service

Scope

What is a Small Project?

What is a Small Project?

What is a Small Project?
Definition of a Small Project Short in duration 10 or fewer team members Sin g le

Definition of a Small Project

Short in duration 10 or fewer team members Single objective Narrowly defined scope Single decision-maker Straight forward deliverables Few interdependencies among skill areas

Examples of Small Projects Developing a training course Developing a process Im plementing a p ro

Examples of Small Projects

Developing a training course Developing a process Implementing a project office Developing documents Implementing a purchased software application

Treating Assignments as Projects One person assignments can be managed as projects Treating assignments as projects

Treating Assignments as Projects

One person assignments can be managed as projects

Treating assignments as projects allows more effort to be carried out in an efficient manner with better use of resources (Källman, & Williamson, 2002)

Treating Assignments as Projects One person assignments can be managed as projects Treating assignments as projects
What are some challenges with manag i ng sma ll proj ects ?
What are some challenges with manag i ng sma ll proj ects ?

What are some challenges with managing small projects?

Challenges of Managing Multiple Small Projects C ommon resources are ass i gne d t o

Challenges of Managing Multiple Small Projects

Common resources are assigned to multiple projects

Many of your project team members are part-time resources to the project

Team members are juggling priorities

Challenges of Managing Multiple Small Projects C ommon resources are ass i gne d t o
Challenges of Managing Multiple Small Projects C ommon resources are ass i gne d t o
Challenges of Managing Multiple Small Projects C ommon resources are ass i gne d t o
AA challenge challenge isis aa call call toto action. action. Respond Respond toto the call. the
AA challenge
challenge isis aa call
call toto action.
action. Respond
Respond toto the call.
the call.
C ommon R easons P ro j ec t s Fa il Undefined customer ex pectations

Common Reasons Projects Fail

Undefined customer expectations Scope creep Unfamiliarity with the project management process Stakeholders and impacted areas not involved Poor leadership Poor estimating techniques Optimistic scheduling Lack of funding Lack of dedicated resources Competing priorities

C ommon R easons P ro j ec t s Fa il Undefined customer ex pectations
Problems from not Using Project Management Failure with a small project is viewed worse than with

Problems from not Using Project Management

Failure with a small project is viewed worse than with a big one (Fuezery, 1998)

Problems from not Using Project Management Failure with a small project is viewed worse than with
Problems from not Using Project Management Failure with a small project is viewed worse than with
Ke y Project Mana g ement Documents Project Request Project Charter Work Breakdown Structure (WBS) Deliverable

Key Project Manag ement Documents

Project Request Project Charter Work Breakdown Structure (WBS) Deliverable List Project Schedule

Project Description Project #3 Procedure Manual Project #2 Project Mgt Process Pres Project #1 Software Dev

Project Description

Project #3 Procedure
Project #3
Procedure
Manual Project #2 Project Mgt Process Pres Project #1 Software Dev Project
Manual
Project #2
Project Mgt
Process Pres
Project #1
Software Dev
Project
PROJECT CHARTER Project Name: Project Management Process Presentation All projects are planned, managed and evaluated using

PROJECT CHARTER

Project Name:

Project Management Process Presentation

Goal:

All projects are planned, managed and evaluated using best-in-class project

management methodologies and tools.

Objectives:

Develop a presentation to communicate a new project management process to

the project management office staff.

Stakeholders:

Sponsor – Name, Corporate Project Management Office Director Primary – Project Managers

Primary – Project Team Members

In Scope:

Project management initiation and planning processes

Out of Scope:

Project management execution, controlling and closing processes, project

development process, project management tool

Major

1.

Project Management

Deliverables:

2.

PM Processes

3.

Presentation Materials

Assumptions:

1.

The project managers will use the process

2.

The remaining processes will be developed and communicated to the PMs

Constraints:

1.

The presentation can be no more than three hours

2.

The presentation must be delivered by June 30

3.

Priority conflicts of the Project Manager

Risk Factors:

Approval:

______________________________________________________________

Work Breakdown Structure Work Breakdown Structure • (WBS) – A deliverable- oriented hierarchical decomposition of the

Work Breakdown Structure

Work Breakdown Structure • (WBS) – A deliverable- oriented hierarchical decomposition of the work to be
Work Breakdown Structure
(WBS) – A deliverable-
oriented hierarchical
decomposition of the work
to be executed by the
project team to accomplish
the project objectives and
create the required
deliverables. It organizes
and defines the total scope
of the project.
Work Breakdown Structure
Component – An entry in
the work breakdown
structure that can be at any
level.
(PMBOK ® Guide – Fourth Edition)

Copyright 2008 Trinity Health – Novi, Michigan

INTERNAL

21

So tware Deve opment Project (#1) f l
So tware Deve opment Project (#1)
f
l

Deliverable List

WBS

Activity/Deliverable

 

1

Definition

1

. 1

Project Scope

 

2

Analysis

2.1

Business Re q uirements

2.2

System Requirements

 

3

Design

3

. 1

C onceptua l D es i gn

3.2

Detailed Design

Portfolio of Related Projects Consists of projects of a similar type Shares resources Portfolio management is

Portfolio of Related Projects

Consists of projects of a similar type Shares resources

Portfolio management is used to help achieve an acceptable return on investment by selecting the right mix and balancing the resources

Failure or success of one project may impact the other projects

Portfolio of Unrelated Projects Multiple projects assigned to a project manager Consists of some related projects

Portfolio of Unrelated Projects

Multiple projects assigned to a project manager

Consists of some related projects in addition to ad hoc projects and assi nments

Failure or success of one project does not greatly impact the other projects

Projects are combined in the project manager’s portfolio

Portfolio Management for Unrelated Projects Proj ect portfolio manag ement is concerned with selecting and prioritizing

Portfolio Management for Unrelated Projects

Project portfolio management is concerned with selecting and prioritizing projects The focus is on controlling the flow of the work The goal of portfolio management is to efficiently plan and control an individual portfolio of multiple projects Used to help the project manager obtain efficiencies with the use of resources, especially time

Project Categories Used in a multi- project environment to organize project information Refers to the area,

Project Categories

Used in a multi-project environment to organize project information

Refers to the area, application or kind of work being done

Projects in the same category have a similar lifecycle

Categories can also be further divided into sub-categories

•Training •Technology •Strategic •Maintenance •Business Process
•Training
•Technology
•Strategic
•Maintenance
•Business Process
Project Priorit y Project priorities are often assigned based upon urgency, delivery date or dependencies with

Project Priority

Project priorities are often assigned based upon urgency, delivery date or dependencies with other projects

How do you set priorities? What are your priority drivers?

Project Priorit y Project priorities are often assigned based upon urgency, delivery date or dependencies with

Project priorities: high, medium, low

Project Priorit y Project priorities are often assigned based upon urgency, delivery date or dependencies with
Multiple Project Summary (1 of 2) A spreadsheet view of high - level project information Project

Multiple Project Summary (1 of 2)

A spreadsheet view of high-level project information

Project ID

2

Project Name

Software Development Project

Priority

High

Category

Technology

Completion Date

11/30/08

Status

On Schedule

Multiple Project Summary (2 of 2) A spreadsheet view of high - level project information Project

Multiple Project Summary (2 of 2)

A spreadsheet view of high-level project information

Project ID Project Name Priority Category Objectives

Budget Estimated Completion Date High Level Deliverables Status

Multiple Project Mana g ement Process 1. Develop a single project plan for each individual project

Multiple Project Management Process

  • 1. Develop a single project plan for each individual project

  • 2. Incorporate individual project plans into a multi-project plan

  • 3. Execute and control the multi-project plan

Multiple Project Reports Multiple Project Schedule Multiple Project Timeline (Integrated Gantt Chart) Multiple Project Risk Plan

Multiple Project Reports

Multiple Project Schedule

Multiple Project Timeline (Integrated Gantt Chart)

Multiple Project Risk Plan Multiple Project Status Report Multiple Project Calendar

Multiple Project Schedule ID WBS Task Name Start Finish April May June 3/30 4/6 4/13 4/20

Multiple Project Schedule

ID WBS Task Name Start Finish April May June 3/30 4/6 4/13 4/20 4/27 5/4 5/11
ID
WBS
Task Name
Start
Finish
April
May
June
3/30
4/6
4/13
4/20
4/27
5/4
5/11
5/18
5/25
6/1
6/8
6/15
6/22
1
1
Software Development Project
4/1/08
5/30/08
2
1.1
Definition
4/1/08
4/14/08
3
1.1.1 Project Scope
4/1/08
4/14/08
4
1.2
Analysis
4/15/08
5/30/08
5
1.2.1
Business Requirements
4/15/08
4/30/08
6
1.2.1
System Requirements
5/1/08
5/30/08
7
2
Project Management
Process Presentation
4/1/08
5/30/08
8
2.1 PM Processes & Tools
4/1/08
5/30/08
9
2.1.1
Initiation
4/1/08
4/30/08
10
2.1.2
Planning
5/1/08
5/30/08
11
3
Operational Readiness
4/14/08
6/30/08
12
3 1
.
Trainin
g
4/14/08
6/30/08
13
3.1.1
Training Plan
4/14/08
4/25/08
14
3.1.2
Training Development
4/28/08
6/13/08
15
3.1.3
Training Delivery
6/16/08
6/30/08
Risk Planning
Risk Planning

1.

Identify risks

2.

Determine probability of

occurrence – low, medium, high

3.

Determine impact – low, medium,

high

  • 4 Prioritize risks low medium high

.

,

,

  • 5. Develop risk response plan

Ri k i s s an uncer a n t i event or condition that if
Ri k i
s
s an uncer a n
t
i
event or condition that
if it occurs has a
negative effect on a
project objective.
Risk management is the systematic process of identifying, analyzing and responding to project risk.
Risk management is the
systematic process of
identifying, analyzing
and responding to
project risk.
Multiple Project Risk Mana g ement Id en tif y th e r i s k

Multiple Project Risk Manag ement

Identify the risk level for each project Define risk responses Identify where risks overlap among projects Identify responses that serve multiple projects Develop a Multiple Project Risk Response Register

Multiple Project Risk Re g ister Project No. & P I Priority Name Rating Rating (P

Multiple Project Risk Reg ister

 

Project No. &

 

P

I

Priority

Name

Rating

Rating

(P x I)

ID

No.

Description

1

2

PM Process

Risk Description: An SME is assigned full time on another

Status:

High

High

High

Presentation

project and may not be available to attend team meetings,

which could delay the completion of the project. Risk Response: The project manager will schedule separate meetings with the SME and assign the development activities to another resource.

2

1

Software

Risk Description: The technical design may not be

Medium

High

Medium

Development

completed on time.

Project

Risk Response: Add more resources during development

Status:

Management vs . Leadership Managers Leaders • Administer Innovate • R e y on con ro

Management vs. Leadership

Managers Leaders • Administer Innovate • R e y on con ro l t l Trust
Managers
Leaders
Administer
Innovate
R
e y on con ro
l
t
l
Trust
Have short-term views
Have long-term views
Eye the bottom line
Eye the horizon
Focus on people
Focus on structure
Communicate
Command
O i
r g na e
i
t
Imitate
Do the right thing
Do things right
Leadership “ Leadership can be defined as a style of behavior designed to integrate both the

Leadership

Leadership can be defined as a style of behavior

designed to integrate both the organizational

requirements and one’s personal interests into the

pursuit of some objective”

- Harold Kerzner, PhD

Leadership is the capacity and will to rally men and

women to a common purpose and the character which

inspires confidence

- Bernard Montgomery, Field Marshal

A Leader...
A Leader...
  • 1. Can create, nurture and communicate a vision

  • 2. Has the capacity and the willingness to balance courage with consideration

  • 3. Can coach and empower a team

  • 4. Can collaborate with others

  • 5. has the ability to maintain a winning attitude

  • 6. is comfortable with ambiguity

A Leader... Is decisive and persistent 7. Is both giving and forgiving 8.
A Leader...
Is decisive and persistent
7.
Is both giving and forgiving
8.
  • 9. Can add value

    • 10. Is a knowledge seeker

    • 11. Can take the initiative

    • 12. Can laugh and has a sense of humor

    • 13. Demonstrates good character

A Leader... Is decisive and persistent 7. Is both giving and forgiving 8. 9. Can add
Character “ Your character determines who you are, who you are determines what you see, what

Character

Your character determines who you are, who you are determines what you see, what you see determines what you do.”

“Character is the inward motivation to do what is right in every situation.”

- John C. Maxwell

An effective leader has good character

- Tom Hill

L ea ders hip Ch aracter i st i cs Creativity Compassion Diligence Decisiveness Discernment Forgiveness

Leadership Characteristics

Creativity

Compassion

Diligence

L ea ders hip Ch aracter i st i cs Creativity Compassion Diligence Decisiveness Discernment Forgiveness

Decisiveness

Discernment

Forgiveness

r

d

li

Flexibility

L ea ders hip Ch aracter i st i cs Creativity Compassion Diligence Decisiveness Discernment Forgiveness

Initiative

P

a

ti

ence

Persuasiveness

L ea ders hip Ch aracter i st i cs Creativity Compassion Diligence Decisiveness Discernment Forgiveness
L ea ders hip Ch aracter i st i cs Creativity Compassion Diligence Decisiveness Discernment Forgiveness

O

er ness

Tolerance

Responsibility

Self-Control

Sensitivity

Thoroughness

Integrity

Project Mana g ers as Leaders Project Leadership Responsibilities •Know and develop yourself •Know your project

Project Managers as Leaders

Project Mana g ers as Leaders Project Leadership Responsibilities •Know and develop yourself •Know your project

Project Leadership Responsibilities •Know and develop yourself •Know your project • Know and develop your team
Project Leadership
Responsibilities
•Know and develop
yourself
•Know your project
• Know and develop
your team
•Communicate,
Communicate,
Communicate

The traditional view of project

management emphasizes that

both technical and management

expertise is required of project

managers

The primary role of project

i

t

id

managers s o prov

e a

leadership focus on their

projects

Leading by Influence
Leading by Influence

Earn the trust and respect of your team by having

good character

Create and communicate the project vision

Become proficient at performing your

responsibilities

Respond rapidly to project stakeholders

Coach and develop project team members and

delegate project responsibilities

Essential Leadership Skills Problem solving Decision making Priorit y settin g Take the initiative Accep t

Essential Leadership Skills

Problem solving

Decision making

Priority setting

Take the initiative

Accept responsibility

Ability to focus

Essential Leadership Skills Problem solving Decision making Priorit y settin g Take the initiative Accep t
Essential Leadership Skills Problem solving Decision making Priorit y settin g Take the initiative Accep t
Essential Leadership Skills Problem solving Decision making Priorit y settin g Take the initiative Accep t
Essential Leadership Skills Problem solving Decision making Priorit y settin g Take the initiative Accep t
Essential Leadership Skills Problem solving Decision making Priorit y settin g Take the initiative Accep t
Essential Leadership Skills Problem solving Decision making Priorit y settin g Take the initiative Accep t
The Power of Focus Focus affects perception and performance Focus provides clarity Defining project outcome/vision Staying

The Power of Focus

Focus affects perception and

performance

Focus provides clarity

Defining project outcome/vision

Staying on track

Focus on the activities that will help

you to achieve project objectives

The Power of Focus Focus affects perception and performance Focus provides clarity Defining project outcome/vision Staying
Multi - Tasking What is multi -tasking? Working on multiple concurrent projects Performing both operational activities

Multi-Tasking

What is multi-tasking?

Working on multiple concurrent projects

Performing both operational activities as well as project

work

Outcomes of multi-tasking

Good can be used to take advantage of project

downtime

Bad – if it forces constant movement among projects

Time Mana g ement 1. Create monthly weekly and daily priority lists (To Do Lists) 2.

Time Management

  • 1. Create monthly weekly and daily priority lists (To Do Lists)

  • 2. Plan every day in advance

  • 3. Organize your work space

  • 4. Use a document management system

  • 5. Set priorities

  • 6. Do the most difficult task first

Time Mana g ement 7. Conquer procrastination 8. Focus on results 9. Develo p sy stems

Time Management

  • 7. Conquer procrastination

  • 8. Focus on results

  • 9. Develop systems that work for you

    • 10. Work according to your temperament

    • 11. Allow a little time for the unexpected

    • 12. Eliminate wasteful activities

    • 13. Choose to be positive

Leadership Connection Take the initiative to develop an individual portfolio for unrelated projects Stress the benefits

Leadership Connection

Take the initiative to develop an individual portfolio for unrelated projects Stress the benefits achieved for applying the multiple project tools Use multi-tasking to your advantage Find a system that works for you

Wh at are some b est pract i ces for mana g in g multiple small
Wh at are some b est pract i ces for mana g in g multiple small

What are some best practices for managing multiple small projects?

Best Practices for Managing Multiple Projects Consistently use a project management process and tools for a

Best Practices for Managing Multiple Projects

Best Practices for Managing Multiple Projects Consistently use a project management process and tools for a

Consistently use a project management process and tools for a individual projects

Ensure that risk planning occurs twicefirst while planning the individual project and then again during multiple project planning

Incorporating more discipline increases your chances for success

PROJECT SUCCESS
PROJECT SUCCESS
PROJECT
SUCCESS
Questions?

Questions?

Questions?
Contact Information Sandra F . Rowe , PMP , MBA , MSCIS sandrarowe@comcast . net 248

Contact Information

Sandra F. Rowe, PMP, MBA, MSCIS

sandrarowe@comcast.net 248 376-0991

Contact Information Sandra F . Rowe , PMP , MBA , MSCIS sandrarowe@comcast . net 248
Contact Information Sandra F . Rowe , PMP , MBA , MSCIS sandrarowe@comcast . net 248