University of Toronto: Foundations of Project Management Module 4 - Tailoring Projects PDF

~ UNIVERSITY OF TORONTO ~ SCHOOL o, CONTINUING STUDIES Course 1860 - Foundations of Project Management Module 4: Tailoring Projects ~ UN I VERSITY OF T ORONTO g ,SC HOO L o, CONTI NU ING STUDIE~...

~ UNIVERSITY OF TORONTO ~ SCHOOL o, CONTINUING STUDIES Course 1860 - Foundations of Project Management Module 4: Tailoring Projects ~ UN I VERSITY OF T ORONTO g ,SC HOO L o, CONTI NU ING STUDIE~ Module 4 - Section 1 The Tailoring Process What is Tailoring? "Tailoring is the deliberate adaption of the project management approach, governance, and processes to make them more suitable for the given environment and the work at hand." Source A Gulde 10 /he Project Management Bodyot Kncwledge (PMBO~Gulde)- 5ever,/h EOloon Pro;ecl Management lnstrtute Inc 2021 Copyr1ght and as rights reserved Maiertal from this puOlicatlon has been reproduced with the permission of PMI Glossary Page 251  Why is Tailoring Important? Organizations work on a variety of projects; small or large, simple or complex, short or long Not all project management processes work or should be used for all projects Tailoring encourages the project team to keep a customer-oriented focus It supports more efficient use of resources and less waste Teams helping with tailoring are involved and are more committed It is also important that the organization foster and support tailoring ~ l'r,,; I VER SITY 01' TORO~ T O e ',lllllllL " l 1l :-,; 0 :-,;1 ·1:,.1 ,,1lll ll '  What to Tailor Life cycle and development approach Processes Stakeholder Engagement Tools Methods and artifacts OPTION 4 0 - L'1':IVERSITY 0 1' T ORO NTO ~ ~\lllH)J ,., adaptive Team size: range in size three or over 100. affects how you organize, manage, direct team. may include team leads, some teams. larger teams usually work on a more complex and larger projects Geographic distribution: teams may be co-located; and the same building, room, or do work from home, or in different countries Organizational distribution: teams may involve different organizations, or all within one company, or even the same group/division. hiring contractors, Outsourcing our partnering adds to complexity Skill availability: right people, right skills at the right time Compliance: two basic levels - organization may have its own governance and standards. second, harder one is compliance that is regulatory. maybe tied to financial regulations, privacy regulations, or life critical regulations. will require extra work and documentation Solution complexity: for more technical projects. development of new Standalone Solutions built with new technologies may be straightforward. things get more complicated with integration, or leveraging internal systems, software, data. even more challenging when involving several technology platforms Domain complexity: domain or industry the project is being done and can very widely. for digital, a simple website is easy and straightforward. an e- commerce site, more complex. a house construction is simple, an office tower is more complex. the greater the complexity, more upfront planning is required 61 Scaling Factors - Marketing CampaignQ Team Size 250+ Domain Geographic Complexity 100 Distribution ~Evolviig Global 25 V8111Carpex Same T1111e l.one Carpex Same~ What does this mean for tailoring? Muti-environment Legacy Solution Organizational Complexity Distribution i UNIVliRSITY OJ KIIOOL rflfl'TIH Compliance Skill Availability 9 ~I ~ Scaling Factors Program TeamSize 250+ Domain Geographic Complexity 100 Distribution ~Evolving What does this mean for tailoring? Multi-environment Legacy Solution Organizational Complexity Distribution UNIVERSITY OF SCHOOl or CON'TIHU Compliance Skill Availabirity 10 Q The Tailoring Process - Questions IC-3.1 IC-3.2 1. Tailoring involves adjustment on various project management approaches and processes. It is crucial for project managers because projects: a. Must have structured and documented plans for the team to follow b. Come in all shapes and sizes and not one process will fit all c. Requires customizing and satisfying their customers and sponsors d. Need metrics on project schedules, costs, and scope baselines 2. Project managers need to assess the complexity of their projects. According to PMls Disciplined Agile toolkit, scaling factors include: a. Skill sets, domain experience, team dynamics, technical knowledge b. Geographic location, compliance, budgeting, organizational structures c. Solution complexity, skill availability, team size, domain complexity d. Technical complexity, life cycle approach, governance, team structure Answers available via £ W' UNlVBUlTY OP TOllONTO snro,~ SCHOOL Of CONTDIUING Interactive Content on Quercus 16 ~ UN I VERSITY OF T ORONTO g ,SC HOO L o, CONTI NU ING STUDIE~ Module 4 - Section 2 Tailor for the Organization ~ Tailor for the Organization IC-1.3 Projects are usually part of a larger organization ecosystem Many factors of a project are outside of a project manager's control Top management commitment is crucial particularly for: - Resources - Obtaining approvals in timely manner - Cooperation from other parts of the organization - Organizational standards - PMOs ~ l'r,,; I VER SITY 01' TORO~ T O e ',lllllllL " l 1l :-,; 0 :-,;1 ·1:,.1 ,,1lll ll ' 13  Organization Environments i UNIVUSITT OP TOa0HTO 9CHOOL COlffrNUIMG l1\.IDIB! 14 Areas that impact an organization’s environment  Organizational Process Assets (OPAs) Processes, policies, and Organizational knowledge procedures: repositories: - HR processes and policies - Financial data repositories - Approval processes - Historical information and - Change management lessons learned repositories processes - Issue and defect management data - Data repositories for metrics - Project files from previous projects (issue logs, vendor records, user stories, personas) ~ l'r,,; I VER SITY 01' TORO~ T O e ',lllllllL " l 1l :-,; 0 :-,;1 ·1:,.1 ,,1lll ll ' 15 Must know for PMP Talking about org change processes - not project management  Organizational Systems Management Organizational Organizational Elements: Governance Structure Types: Division of work Frameworks: Structure Authority to Frameworks Selection perform work Rules , Policies, - Specialization, Responsibility Procedures, degree of control Optimal use of Systems required , cost resources Portfolio, Program , considerations Projects Project - Framework for Management alignment, risk , Office (PMOs) performance and communication ~ l'r,,; I VER SITY 01' TORO~ T O e ',lllllllL " l 1l:-,; 0 :-,;1 ·1:,.1 ,,1lll ll ' 16  ~ Organizational Structure Types IC-1.4 - Functional Project manager has little to no -- formal authority Hierarchical; each employee has... - - -... - - one clear superior.-,';i : _ ~ _ - - - - - 1111111 Staff __ - - _ Staff _ Staff _ - _: Staff grouped by specialty(production, marketing , Etc) Project manager comes from the application area e* ~~l~~~~'S/~~-r~~~-l~~~~l~l~ll~ ~~:f~f: :~ :=:~a~'::==~";e::to; : ~'t~~;di~~'~t;~~ ~~~nagemenl ~1~re~h~r:i;!t~~~:r~-~ ~u:t'=rr:n~ 22 How does org structures affect a project? A matrix organization is a hybrid organizational structure that combines two chains of command: project managers and functional managers. There are three different types of matrix organization: a weak matrix, balanced matrix and strong matrix. - Strong - PM more of a boss, weak, Functional manager more of the boss Functional - PM has little to no formal authority and comes from the application area  Organization Structure Types - Project-oriented Project manager has a great deal of Independence and Authority Most resources are involved in Project work Team members are often co- located Project-oriented - PM has a great deal of independence and authority; full time team often co-located  Organization Structure Types - Matrix Depending on strength of matrix, project managers' authority changes Higher authority in strong Matrix Blend of functional and project oriented ~ l'r,,; I VER SITY 01' TORO~ T O e ',lllllllL " l 1l:-,; 0 :-,;1 ·1:,.1 ,,1lll ll ' Matrix - high authority in strong matrix; balanced authority in balanced matrix; weak authority in weak matrix  ~ Organizational Structure Types Exercise IC-2.1 Organization Structure Type Abdul is a systems engineer who is working on upgrade projects within his department. - Functional Rick is a senior business partner who works for a consulting firm. P-O All his work evolves and is done through projects. Marc is a business project manager who works with many team Matrix members across his company. Amber has been assigned to work with another department, on a Matrix short-term project for six months. Jose's boss wants him to balance his work on projects with Functional operational issues. Simran is managing a large team working on a portfolio of P-O projects. The entire team reports directly to him. 23  Proiect Management Office (PMO) Also known as a program management office, project office or program office A management structure that standardizes project-related governance processes and facilitates the sharing of resources, tools, methodologies and techniques They contribute value to the organization in three ways 1. Foster delivery and outcome-oriented capabilities 2. Keep a "big picture" perspective 3. Support continuous improvement, knowledge transfer and change management PMOs must also adapt to evolving strategic plans and organizational goals, including: - Focusing on critical initiatives - Establishing simple and smart processes - Facilitating and enabling a culture of change - Coaching, mentoring and training 1~ UNIVERSITY OF TORONTO Adapted from A Guide to the Project Management Body of Knowledge (PMBOK" Guide) - Seventh Ed1t1on. Pro,ect Management ~ SCIIOOL oo COSTIN UINC STUDIL~ Institute, lnc:., 2021 Copynghl and au nghts reserved pages 211 -214 24 ~ Types of PMOs IC-1.5 Supportive Selecting the PMO - Supplying templates, - Project culture training , monitoring, tools Standards & Controlling methodologies - Providing support and - Project processes requiring compliance Administrative support & coordination Directive - Project skills - Managing projects Training & mentoring - All project managers report into the PMO - Project structures Project control & support 22  Enterprise Environment Factors Internal factors: External factors: - Organization culture, - Marketplace conditions structure, and governance - Social and cultural - Geographic distribution of influences and issues facilities/resources - Legal restrictions - Information technology Commercial databases software; project - Academic research management systems - Government or industry (PMS) standards - Resource availability - Financial considerations - Employee capability - Physical environment elements ~ l'r,,; I VER SITY 01' TORO~ T O e ',lllllllL " l 1l :-,; 0 :-,;1 ·1:,.1 ,,1lll ll ' 23 Proiect Management System (PMS) Set of tools for scheduling, cost, performance indicators Templates, techniques, procedures used to manage a project May be supplied by the PMO Some have free demos, require licenses, or are open-source Exam.Q,leisnaLJ.rume include: www.basecamp.com/ https://asana.com/ - https://www.projectplan365.com/ www.Trello.com - www.smartsheet.com www.jira.com https://www.microsoft.com/en- - www.projectlibre.org/ ca/microsoft-365/project/project- management-software - www.openproject.org/ Proj ectLibreT,, ~ Jira Software Basecamp aP Open Project Project Plan 365 Microsoft Project ✓ smartsheet 24 Organizational Proiect Management (OPM) Portfolios, programs and projects are aligned or driven by organizational strategies Each may differ on how they contribute to strategic goals Ensures the right programs or projects are chosen, with priority and resourci 1 0 - - - -- - - ii, UNIVBUITY OP TORONTO W' SCHOOL°' CONTDIUING STVDI~ Adaptedhom Part I Figure 1.4, A Guido to lhfl l'lfli«;tAlanagemenlBodyolKnoolodge (l'Mll()l(OGuide)-Sbd/1 Ed-. Prcject Managemeq 01SliClte, he., 2017. ~ and al rigl1s........t. - a l from l!is - 0 1 1 "'5 28 been reprodll::ed Vltth the penrissioo d PIA. Page 17.  ~ Project Management Maturity IC-2.2 Progressive development of an enterprise-wide project management approach, methodology, strategy and decision-making process The appropriate level of maturity will vary for each organization based on specific goals, strategies, resource capabilities, scope and needs. 1. Common Language Basic Knowledge.. Process Definition 2. Common Processes Process Control 3. Singular Methodology Process Improvement 4. Benchmarking 5. Continuous Improvement ~ l'r,,; I VER SITY 01' TORO~ T O e ',lllllllL " l 1l :-,; 0 :-,;1 ·1:,.1 ,,1lll ll ' 29 What does the org think of PMs? Waste of time or valuable this will determine how much support you receive and the likelihood of success or failure of a project Project Management Maturity Recognizes project management, the Common Language definition of a project but there are no established practices Processes exist but not standardized Documentation on basic processes Basic Common Process metrics to track project cost, schedule, and technical performance. Processes established as organizational Singular standards. Nearly all projects utilize, and Methodology each project is evaluated and managed in light of other projects. Projects compared to past projects. Project Benchmarking information is integrated with other systems to aid with business decisions Lessons learned are regularly reviewed to Continuous improve processes, standards, and Improvement documentation. Metrics used to make decisions. Organizational Change Managing changes throughout an organization is difficult Major change does not happen simply by statements and intent alone They require thinking and planning on how to transition from one current state to a future state Project management is often used to help deliver changes to an organizational strategy Many projects are involved with changing systems, behaviors, activities and sometimes culture - l'NJ \ ' l ' MS l l Y l ) F l l) lh \ l'\ n) Adapted from A Gwdeto the Pf0j8Ct MsnagementBodyotKnow/edge (PMBOK Gwde)-Seventh Ed1f1on, Pro,ect Management ~ -.i 111 )1)1 ,., 1 11--= 11-..t ·1:--1 , ~,, 1>11 , Institute, Inc., 2021 Copyngtt and an ngtts reserved, page 160 Alsoadapated from ManagmgChangemOrganrzat1ons A 30 Practlce Guid9 Pro,ect Managemen1 Institute (2013) @) Organizational Change Models Several models exist to help organizations manage change Managing Change in Organizations: A Practice Guide suggests focusing on five associated and interconnected steps: 1. Formulate change 2. Plan change 3. Implement change What models does 4. Manage transition Al suggest? 5. Sustain change 0 Adapted from A Gu,de to the ProJect Management Body of Knowledge (PMBOK.,Gu1de) - 7th Ed1t1on, Pretect Managemen1 - l't..; I VERSITY 01' TORONTO ~.._< llllOJ " '