Project Management & Business Analysis Managing Projects or Continuous Improvement within CSU Presented by Project Service Centre Course Objectives Understand the importance of project management and business analysis to CSU Familiarise with Develop project project management and COURSE management and business analysis OBJECTIVES business analysis skills principles Obtain a framework for project management and business analysis Project Service Centre - WHY CSU STRATEGY KEY KEY KEY KEY OBJECTIVE OBJECTIVE OBJECTIVE OBJECTIVE 1 2 3 4 LEARNING & INSTITUTIONAL COURSE RESEARCH TEACHING DEVELOPMENT PLAN PLAN PLAN PLAN A project The Project Service Centre could deliver exists to deliver on on any of the institutional development 4 University by way of providing Plans project services or coaching PROJECT SERVICE CENTRE OPERATIONAL PLAN OBJECTIVE 1 OBJECTIVE 2 PROVIDE APPROPRIATE BUILD ORGANISATIONAL PROJECT MANAGEMENT SERVICES AWARENESS AND CAPABILITY TO FACILITATE CHANGE WITHIN CSU IN PROJECT MANAGEMENT Project Service Centre - WHAT PROJECT SERVICE CENTRE OPERATIONAL PLAN OBJECTIVE 1 OBJECTIVE 2 PROVIDE APPROPRIATE BUILD ORGANISATIONAL PROJECT MANAGEMENT SERVICES AWARENESS AND CAPABILITY TO FACILITATE CHANGE WITHIN CSU IN PROJECT MANAGEMENT 1/ MOSTLY DOING ROADMAP 1/ SOME DOING AS IS To achieve ‘TO BE’ we need to build capability: TO BE > outside PSC to enable all CSU staff to 2/ SOME 2/ MOSTLY facilitate change effectively BUILDING > within PSC to enable them to effectively BUILDING CAPABILITY support staff who are facilitating change CAPABILITY Definitions of…. Project Management & Continuous Improvement Projects v Operational Work w “A temporary endeavour w Is ongoing undertaken to create a and repetitive unique product or service” w Utilise (PMBOK 2000) resources w Have w Aim to meet objectives with a w Continues to deliver resource definite beginning and end date on objectives contraints PROJECTS w Require OPERATIONAL activities to be planned, w Have a unique executed & w Repeats over a outcome which is managed period of time and aimed at changing operates within the the status quo existing status quo Continuous Improvement at CSU Examples of individual views Innovation Innovation Continuous Improvement Continuous Improvement Maintenance & Operations Maintenance & Operations Operational Staff Senior Management Continuous Improvement at CSU Example of an enterprise view Senior Management Innovation Continuous Improvement CSU Position Level Maintenance & Basic Operation Operational Staff Effort / Time Continuous Improvement V Innovation DOING SOMETHING DOING SOMETHING BETTER NEW Inward looking Outward looking Small steps Big step Conventional Technological Know-how Break-through Effort Investment Process-oriented Result-oriented Improvement at CSU Enterprise View DOING Innovation SOMETHING NEW Continuous Improvement DOING SOMETHING Maintenance & BETTER Basic Operation Project Management at CSU We all have to get from „AS IS‟ > „TO BE‟ somehow... AS IS TO BE ‘AS IS’ ‘TO BE’ being the being the current desired situation state Project Management at CSU ...and we all ...but which path need to think will maximise the about the same quality of the ‘TO things...what, WHO BE’ situation...? who, why, etc... WHAT WHY AS IS TO BE WHERE WHEN HOW The Project Management Process WHO PROJECT W T MANAGEMENT FRAMEWORK A H H Y W PROJECT PLAN SERVICE CENTRE PROJECT INITIATE EXECUTE LIFECYCLE FRAMEWORK INITIATE PLAN ANALYSE DESIGN CONSTRUCT TEST IMPLEMENT CLOSE CLOSE CONTROL W MANAGE H N E CHANGE E R H E W HOW So what is Project Management? Project Management is a structured approach to the delivery of the „TO BE‟. WHO PROJECT W T MANAGEMENT FRAMEWORK A H H Y W PLAN INITIATE EXECUTE PROJECT SERVICE CENTRE PROJECT LIFECYCLE FRAMEWORK AS IS INITIATE PLAN ANALYSE DESIGN CONSTRUCT TEST IMPLEMENT CLOSE TO BE CLOSE CONTROL W MANAGE H N E CHANGE E R H E W HOW Project Management focuses on 3 Elements... TASKS PEOPLE EXPECTATIONS CONTROL and... ...continually manages pressures associated with a project through planning, analysis and the use of control tools and techniques. TIME ENVIRONMENT RISKS RESOURCES ISSUES QUALITY BUDGET SCOPE What is Project Management? TIME CONTROL ENVIRONMENT C O N L T R O O R L RISKS T RESOURCES N O E T C L A P S O K E S P EXPECTATIONS ISSUES QUALITY C O L N O T R R T O N L O C BUDGET SCOPE Why are we doing the project / improvement? Continuous Path to Improvement The Plan Implement Review Improve (PIRI) Cycle is based on a continuous improvement approach to AS IS > TO BE WHO W T A H H Y W P I PLAN IMPLEMENT I R IMPROVE REVIEW W H N E E R H E W HOW Whether a project framework or continuous improvement cycle is used to achieve „TO BE‟... PSC PROJECT LIFECYCLE FRAMEWORK PIRI CONTINUOUS IMPROVEMENT OR CYCLE ...it is important that business analysis is undertaken to ensure the “Change Intent” is met and that the quality of „TO BE‟ is maximised. What is Business Analysis? Business analysis is a mindset that focuses on... WHO WHAT WHY BUSINESS ANALYSIS WHERE WHEN ...which are at the core of all the HOW things we need to think about. So - in short…Business analysis is the conduit between the requested outputs and the solution created to address the identified need – or the conduit between the AS IS > TO BE WHO WHAT WHY BUSINESS ANALYSIS AS IS TO BE WHERE WHEN HOW A Business Analysis Framework ...involves a set of activities designed to achieve a quality outcome. WHO BUSINESS ANALYSIS WHAT FRAMEWORK WHY Understand the Plan the Formulate how Ensure Ensure shared business need requirements Gather Formulate requirements operational understanding of and strategic development information requirements will be acceptance of requirements direction process implemented implementation FUNCTIONAL DEFINITION REQUIREMENTS REQUIREMENTS WHERE WHEN HOW The Needs Hierarchy depicts the relationship between the business needs which business analysis addresses TIME / LEVEL OF NEEDS HIERARCHY EXPLANATION OF RELEVANT DESCRIPTION METHODOLOGY EACH LEVEL OF THE HIERARCHY MUST DRIVE THE LEVEL BELOW HIERARCHY COMPONENT OF NEEDS – THEREFORE EACH ITEM MUST BE CROSS REFERENCED TO THE LEVEL ABOVE DOCUMENT PROJECT PROJECT / 4 A Project or Improvement idea is driven DEFINITION IMPROVEMENT by an understanding of the current situation and This document can guide the desire or need to change the future situation. you in capturing the relevant information required to make an informed decision about whether the proposed change should be establish the goals that the change 4 Objectives implemented. Covering: HIGH LEVEL OBJECTIVE OBJECTIVE OBJECTIVE should achieve, e.g. legislative compliance. DESCRIPTION Objectives must be measurable. IDEA WHAT DRIVERS WHO STAKEHOLDERS WHY 4 Initial Scope sets the parameters for the WHEN SCOPE change to ensure the objectives will be addressed – COMMITMENT WHERE what areas are included in the change and what areas are not included in the change. ‘AS IS’ SITUATION ‘TO BE’ SITUATION E PARAMETERS 4 Deliverables are what is expected to be M I achieved by implementing the change, e.g. T DELIVERABLE DELIVERABLE DELIVERABLE TIME OBJECTIVE business processes and procedures to support the introduction of XYZ. BUDGET 4 Requirements are statements which define REQUIREMENTS Requirements must be: LOW LEVEL what needs to be provided by a ‘solution’ to DETAIL achieve the deliverables. SPECIFIC REQUIREMENT REQUIREMENT REQUIREMENT REQUIREMENT 4 Refined Scope is the review and validation of MEASURABLE WHAT the ‘Initial Scope’. The initial scope may change as a result of formulating requirements during this phase. CLASSIFIABLE FUNCTIONAL 4 Functional Requirements describe the REQUIREMENTS behaviours of the requirements that the solution LOW LEVEL needs to manage. DETAILED DETAIL FUNCTIONAL FUNCTIONAL FUNCTIONAL FUNCTIONAL FUNCTIONAL FUNCTIONAL REQ REQ REQ REQ REQ REQ 4 Performance Criteria describe what is to PROCESS be used to judge the solution’s performance. HOW GOVERNANCE 4 Business Rules describe the governance that must apply to the solution. REQUIRED OUTCOME Why Projects Fail LACK OF EFFECTIVE SPONSOR INVOLVEMENT INSUFFICIENT KEY INSUFFICIENT KEY STAKEHOLDER STAKEHOLDER BUY-IN COMMITMENT COMMON CAUSES OF PROJECT POOR SCOPE FAILURE SCOPE CREEP DEFINITION POOR POOR PROJECT ESTIMATING CONTROL Most projects fail to deliver to the basic criteria of on time and budget… Cancelled 31.1% Results of analysis On time of 8380 projects in & budget 365 organisations 16.2% Challenged 52.7% Fifteen reasons for projects failing Project Senior Reason Project Senior Reason Mgr Mgr/ Mgr Mgr/ View Sponsor View Sponsor View View Insufficient planning Staffing problems Unrealistic project plan Technical complexities Project scope underestimated Priority changes Customer/management No team commitment changes Insufficient contingency planning Uncooperative support groups Inability to track progress Sinking team spirit Inability to detect problems early Unqualified project personnel Insufficient checkpoints Fifteen reasons for projects failing Project Senior Mgr/ Reason Project Senior Mgr/ Reason Mgr Sponsor Mgr Sponsor View View View View 1 10 Insufficient planning 9 4 Staffing problems 2 3 Unrealistic project plan 10 2 Technical complexities 3 8 Project scope 11 6 Priority changes underestimated 4 1 Customer/management 12 10 No team commitment changes 5 14 Insufficient contingency 13 12 Uncooperative support planning groups 6 13 Inability to track progress 14 7 Sinking team spirit 7 5 Inability to detect problems 15 15 Unqualified project early personnel 8 9 Insufficient