Delivering Visibility, Control and Management to Projects
Applying Enterprise Project Management Technology - Two Case Study Successes
with Ted Barth, NPDP
8 PDUs
8:30 - 4:30

South Hills Country Club
November 14, 2008
http://www.southhillscc.org

Introduction

PMP professionals have experience and PMBOK knowledge. But many are challenged by the use of project scheduling, resource and capacity management tools to collapse the administrative drudgery of spreadsheets for resources and standalone scheduling. In fact, surveys indicate that a large percentage of professionals do not use, misuse, misunderstand, or use less than ten percent of the tool capability.

This seminar will share two high performance project management engagements with two Fortune 250 companies as a direct result of best practice the use of project schedule, resource, and capacity management tools. First case study example is a Fortune 250 company a product large, single development project using only project schedule and resource requirements—not capacity management. The second case study example is a Fortune 10 size company with an “engineered to order” process with many projects and multiple programs utilizing an enterprise based – web project scheduling, resource management, and capacity management solution.

The goal of the lecture and workshop exercises today is to provide the participant with the understanding and insight to leverage and translate participant’s PMBOK know how into project schedule, resource and capacity management performance utilizing fundamental tool best practices on two major types of applications.

Key Performance Indicators for utilizing Project Scheduling, Capacity/ Resource Management tools

• What are the balanced Program Manager Skills that are the key to Project/ Program Success? And how do these skills involve project schedule, resource, and capacity management tools?

• Developing Project Management Maturity in Organizations: the landmark Dr. William Ibbs PMI Research Institute ROI Study and the PM Maturity model integrating the PMBOK and project tool capabilities

• Why complex projects fail—the limits of standalone project tool visibility has on standardization and a disciplined process

• What is Visibility, Control, and Management and why does it work on complex projects/ programs—how does enterprise project management tools provide project and program KPI’s

1st Case Study- Fortune 250 Company developing a single, large Global New Product Development project

• Past Project Management Problems, Pain Points, and Opportunities

• Solution Approach- utilization of Project Manager balanced skills, Product Development Management Association (PDMA), and Project Management Maturity (PMM) Level 1 best practices

• Standalone project scheduling, calendars, baselining, and tracking best practices—the development of a forward schedule with schedule performance visibility

• Workshop # 1- PMM Level # 1--Build a new product design network diagram- the first step to a dynamic forward schedule. Participates will break into sub teams; take actual tasks used in this case study; build a network diagram; and understand what the project scheduling tool performs; calculate the critical path

• PM Maturity Level 3- development of resources, resource requirement man hours and resource assignment functionality in a standalone project scheduling tool

• Pre Planning resource estimating challenges encountered and how the were overcome

• Resulting resource requirements for the project—how did the resource managers deal with a large single project in a work environment where they all had conflicting number and size of other projects?


• Workshop # 2—providing resource availability in Product Design department—an exercise where the participants in sub teams analyze and resolve over allocation of work assignments on a long term planning horizon without the benefit of overall multiple project information for capacity planning management

• Case study results of project schedule, resource requirements plan during execution—a significant 27% reduction over previous best time to market

Transition form standalone projects to Enterprise Projects & Programs

• Understanding the 2002 – 2007 advancement in technology: Web based; Scalability; and Collaboration

2nd Case Study- Fortune 10 size Company – Engineered to Order Capital Investment for NA Vehicle Launches– Multiple Projects & Programs Approach Utilizing Enterprise tools

• Past Project Management Problems, Pain Points, and Opportunities

• Solution Approach – using Program Manager balanced skills and PM Maturity best practices, replace standalone project plans and spreadsheet resource loading with EPM

• Overview of the EPM project & program approach with standardized suite of reports for line management, middle management, program management, and Executive management—the “Visibility, Control, and Management” solution

• Workshop # 3- PMM Level # 1 & 2 in EPM— the participants break out in sub teams. The Vice President of your company has assigned you and the PMO team to develop two reports in EPM to provide resource managers with project task information they need and a Project Center report to be utilized by the PMO and VP to manage all projects

• Subsequent case study implementation of Work Load Requirement & Capacity; Integration of financial forecasts; Program Manager monthly project closeout best practices utilizing the scalability of EPM

• Final case study results and benefits of attaining PM Maturity Level 4.5 (out of five levels) in EPM

Conclusions & Wrap up

• Professional Project & Program Managers need to choose a project schedule, resource, and capacity management tool and master the functionality in reasonable time phased steps using a PM Maturity approach

• Enterprise Project Management technology accelerates Project Integration Management and Project Communication Management resulting in high performance projects much earlier than other approaches

**FIND MORE INFORMATION ABOUT YOUR INSTRUCTOR BY CLICKING THE “INSTRUCTOR TEAM” LINK AT THE TOP OF THE REGISTRATION PAGE**

REGISTER 10 OR MORE TOGETHER AND RECEIVE A 10% DISCOUNT

Registration fee includes breakfast, lunch and all supporting materials.

Continental breakfast and registration starts at 8:00am. Workshop begins at 8:30am. A working lunch will be served and the program will end at 4:30. The facility has a dress code, including collared shirts for the men and no jeans. Please contact them directly if you have any questions about the facility. Certificates of completion will be distributed at the end of the workshop. It will contain all of the information you will need to register your PDUs through PMI.