Archive for April, 2010
April 23, 2010
Outputs for the Improve Processes Service
There are three outputs from the Improve Processes Service:
- The List of Processes. This list ensures that everyone is using and checking against the same processes at all times.
- The actual written processes themselves, which should be available to all customers and appropriate stakeholders on an internal web server.
- The processes in use, and the benefits of increased standardization, compliance with the methodology, and improved project results. The processes in use are evaluated through the PMO’s reviews, audits, and assessments.
The List of Processes
The List of Processes contains a list of process sets and the processes within them, identifying current versions and providing links to the actual Project Management Templates. Ideally, it is available on an internal web site, and all processes are accessed from it via HTML links.
Each set of processes has a source. In some cases, a set of process may have two sources, internal and external. The source created the processes, and also maintains them and authorizes specific versions. There are five possible sources for process sets:
- The PMO. The PMO may create, or adopt and maintain, processes.
- Other internal departments. Process sets may be created and maintained by HR, purchasing, the accounting department, quality assurance groups, and other internal departments.
- Industry associations. The PMI, the British OCG, the IEEE, and others may provide Project Management Software processes.
- Vendors. Companies such as Method123 provide process sets.
- A combination of external associations or vendors, and the PMO. In some cases, the PMO may adopt and modify processes from external sources. In this case, both sources with the authority to change a process should be listed.
The List of Processes may contain multiple versions of a process. For example, if a process has been recently updated, then an older version may apply to projects started before a certain date, and a newer version to projects started on or after the same date. The List of Processes ensures that each project manager, project reviewer, or other customer can determine unambiguously which process should be used.
Optionally, the List of Processes may also include these other features:
- Links to tools. If a tool or template is available to implement a process, then a link to the tool can be included.
- Links to training resources. Links can be provided both to web-based training and to class schedules.
- Links to standards. Using PMO processes ensures compliance with PMO standards. The List of Processes can show which standards are being followed when each process is used.
- Links to the project management methodology’s decision rules. If use of a process is governed by decision rules, then the rule can be linked into the List of Processes.
- Links to the methodology’s organized set of processes. Methodologies organize processes in several ways, such as by size or type of project, by knowledge area, and by life cycle phase. The List of Processes can show where each process fits into the project management methodology’s organized set of processes.
April 20, 2010
Several things can be noted about how this schedule was developed that will help with the development of the project management processes training plan:
- The schedule is coordinated with the training dates set in the project management Processes Publication Schedule.
- Sole-source purchase and risk assessment were pre-existing internal method picked up by the PMO. Training has been done before, so these trainings can be revised and deployed quickly.
- An external vendor is being used to develop the training on MPMM™ processes. The schedule was coordinated with the vendor.
- PMBOK® training is widely available. The PMO has pre-approved vendors, so training is already available.
- The project review process is simple, and will be developed internally. Development is scheduled to begin after other internal classes are up and running. Because this training is only web-based, classroom <a href=http://www.method123.com>project management template</a> schedules are not a problem, and the class can be approved quickly.
The Processes Maintenance Schedule
The Processes Maintenance Schedule is used to update, change, and improve project management processes, and the training classes for processes. It can also be used to track changes to the process of providing project management processes. Each PMO Process Expert should maintain his own schedule.
The previous schedules tracked sets of project management software processes. However, for maintenance, each individual process must be tracked, as a single process within a set may change. If a single process, or a few processes within a large set, are changed, then the version number for each process should be updated. To avoid confusion, a system of sub-versions or release dates should be established for process sets. Each time a process or a few processes within a set are updated, the sub-version or release date of the process set should be updated as well.
Here are some of the types of work typically tracked in the Process Maintenance Schedule:
- Minor corrections and improvements to individual project management processes
- Changes to decision rules governing project management processes
- Major revisions to process sets, often driven by external updates (for example, release of a new version of the PMBOK®)
- Changes to training content
- Changes to publicity for process use
- Improvement of availability or ease of use of the web site that makes processes available
Each process expert follows these nine steps to create a project management process maintenance schedule:
1. Make a copy of the Processes Maintenance Schedule Template. Enter the general information at the top left.
2. Receive input from all users, and also check sources for the processes to identify proposed changes.
3. Enter each proposed change on one row. In the first column of the table, name the change.
4. In the Source field, enter the source of the change, including contact information.
5. In the Reason field, enter a short reason for, or benefit of, the change. See below for a sample list of reasons.
6. List the name of the process being changed in the Process column. Enter the current version of the process in the Process Old Version column. Enter the next version of the project management process in the Process New Version column
7. Enter the name of the Process Set in the Process Set column. Put the current version number of the Process Set in the Process Set Old Version column. Put the new version number that will be used when the change is complete in the Process Set New Version column.
8. Enter the dates planned for the completion of each piece of work: drafting the change, approving the change, updating the version, updating the training, and formally making the new version of the project management process set available.
9. Perform the work and track progress by entering the actual date deliverables are completed.
April 16, 2010
Here are some suggestions for creating the project management processes publication schedule:
- In determining the date that project management processes will be available to customers, pay attention to the size of the project management process set and whether or not project management processes acquired from external sources will be modified.
- In determining the start and end dates for training, consider the size and complexity of training content, and the number of trainees.
- In some cases, a process may be required for some projects, and optional for others. On this table, mark it as required, and enter the date it will be required. The details of which projects much use it will be entered on the List of Processes.
The Processes Training Plan
The PMO Processes Expert and the PMO Training Manager follow these eight steps to create and implement the Online Project Management Processes Training Plan:
1. Open a copy of the Processes Training Plan Template. Enter the general information at the top left.
2. Copy the list of standards from the Processes Publication Schedule into the Processes Training Plan.
3. Copy the version numbers into the Version # column.
4. Create one row for each training format. Each training program may be in an in-class format, a web-based format, and other formats for guided or independent study.
5. Copy the planned dates for the start and end of training from the Processes Publication Schedule.
6. Enter the planned dates for when the outline will be approved, when the materials will be prepared, and when test classes will be run. Make sure to allow sufficient time to complete each of these activities so that the class can be available on the date listed for training to be available using the Project Management Templates.
7. As work is completed, track the work by entering the actual dates deliverables are finished.
8. Whenever a set of processes is updated to a new version, enter a line on this schedule for each version of the training materials, and revise the training for that set of processes.
April 13, 2010
Provide the Improve Project Management Methodology Processes Service
This section explains three aspects of the Improve Processes Service:
- The Processes for the Improve Process Service, including procedures for publicizing and maintaining processes and providing process training
- The Outputs of the Improve Processes Service are:
- The List of Project Management Templates Processes
- The processes themselves
- The processes in use, and the beneficial results that show up in project reviews and project results
- The Relationship between the Improve Processes Service and other services, including project management methodology implementation, training services, controlling services, and others.
Processes for the Improve Processes Service
The processes for improving processes are similar to those for implementing the project management methodology, promoting standards, and standardizing tools. The three processes are:
- The Processes Publication Schedule, which lists when each set of processes will be available, when training will be provided, and when the process will be required.
- The Processes Training Plan, which schedules the work of preparing training on Project Management Methodology.
- The Processes Maintenance Schedule, which schedules the ongoing work of improving processes and the delivery of processes and process training.
The Processes Publication Schedule
Follow these nine steps to create and implement the Project Management Methodology Publication Schedule:
1. Review the Processes Adoption Schedule from the Processes Execution Plan.
2. Open a copy of the Processes Publication Schedule. Enter the general information at the top left.
3. Copy the first column of the Online Project Management Processes Adoption Schedule into the Processes Publication Schedule. Each set of processes in the adoption schedule should be listed in the publication schedule. If sets of processes have been added or removed, adjust the Processes Publication Schedule as noted.
4. Enter the version number of each set of processes in the Version column.
5. Copy the last column of the Processes Adoption Schedule, the date each process is complete, and enter it as the planned date available to customers.
6. Plan the dates that training will be available, and enter the first training date in the Training Available: Planned column and the last in the Training Complete: Planned column.
7. In consultation with the team that performs project reviews, determine if each process is required, or only recommended. If it is required, set a planned date for when this component of the standard will be required for projects under review or audit. This date should be after the Training Complete date.
8. Whenever a standard is being updated to a new version, create a new line in this table, repeating steps 3 through 7.
9. Perform the work necessary to publish, provide training for, and review compliance with each standard. Enter the actual date these activities are complete in the columns for actual dates.
April 9, 2010
Identify Stakeholders of the Improve Project Management Processes Service
Customers of the Improve Processes service are those who use the project management processes. Stakeholders are those who interact with process users, or who benefit from project success.
Typical Customers
-If the PMO offers only core <a href=http://www.method123.com>project management template</a> processes, then its only customers are project managers and team leads. As the PMO adds a wider set of processes, more customers are added. Here are some examples:
- If the PMO adds estimation processes, then project team members become customers and use the project management processes to estimate their own work.
- If the PMO adds project review project management processes, then the project sponsor and other project stakeholders who approve project phases become customers of this service.
- If the <a href=http://www.projectmanager.com>project manager</a> adds requirements definition processes, then customers of the project, even external customers, become customers of this service.
- If the PMO adds processes that standardize vendors’ reporting of deliverables, then the vendors become customers of this service.
As the customer list grows, the training provided must grow and adapt to serve the users at various levels (technical, managerial, and executive) inside and outside the company.
April 6, 2010
Define Stakeholders, Processes, and Outputs
When the Key Service Features and Benefits and Activity Matrix sections of the Online Project Management Service Plan are complete, the team that will provide this service is ready to complete preparations for launching the service. To complete preparations, the team:
- Identifies customers and other stakeholders for the Improve Project Management Processes Service and puts the information into section two of the Service Plan.
- Defines the specific processes and outputs of the Improve Project Management Processes Service using the schedules, checklists, and Project Management Templates provided for this service. These documents can either be kept as separate files or incorporated as section three of the Service Plan.
- Defines how the Improve Processes Service will be evaluated and improved, and places this information in section four of the Service Plan, and also in the Service Evaluation Schedule and the Service Improvement Schedule.
April 2, 2010
Define the Improve Processes Service
Follow the four steps shown in this diagram to define the key features of the Improve Processes Service:
1. Decide to Offer
2. Define Key Features
3. Prepare Activity Matrix
4. Define Stakeholders, Processes, and Outputs
- Decide to offer. Decide whether or not to offer this service, and when to launch it.
- Define key features. Define the administrative information, key features, and benefits of the Improve Online Project Management Processes Service.
- Prepare activity matrix. Define the activities that each team member will perform and assign the work.
- Define stakeholders, processes, and outputs. After key features are defined, continue to develop the service by completing the remaining sections of the Service Plan and additional Project Management Templates.
Which PMOs should provide the Improve Processes Service?
All PMOs should provide the Improve Processes Service. Indeed, it could be argued that improving project management processes is the core function of any PMO. Processes are the step-by-step instructions that, if followed, ensure that the project will:
- Implement the PMO’s chosen project management methodology
- Comply with all relevant project management methodology standards
- Operate using standards and best practices, and therefore have the greatest chance of delivering acceptable results on time and within budget
In addition, when all projects use the same processes, efficiency improves due to standardization of processes across projects, programs, and the portfolio.
In performing the Improve Processes Service, the PMO makes the processes available to those who will use them, ensures training is available, and then improves those processes.
The PMO should launch the Improve Processes Service early in the PMO Execution Phase, in coordination with the Implement Methodology Service and other general services. For a full discussion of this, see the Implement Methodology Life Cycle Page.
