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Building a Project Management Culture
Ajay Patel
Jim Stanley
Michigan State University
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Building a Project Management Culture | Ajay Patel and Jim Stanley | Michigan State University
Presentation Content
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Introduction
Project Management
Relating Strategic Management and Project
Management
Project Management for IT departments of Higher
Education Institutions
Changing a Well-Entrenched Culture
MSU Experience
The AIS Project Management Process
Conclusions
Questions and Answers
Building a Project Management Culture | Ajay Patel and Jim Stanley | Michigan State University
Six Stages of an IT Project
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Enthusiasm for the goals
Illusion of work and activity
Disillusionment with the progress
Search for the guilty
Persecution of the innocent
Praise for the non-participants
Adapted from: Gartner Group/TechRepublic
Building a Project Management Culture | Ajay Patel and Jim Stanley | Michigan State University
Introduction
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Creating products, providing service, and finishing work on
time, within budget, and without defect is highly beneficial but
not easy.
These goals are even more difficult for a typical IT department
of a university—an organization faced with stagnant budgets,
changing business requirements, and fast-moving technology.
Most work performed in IT departments is project-oriented.
Modern project management approaches successfully
employed by traditional industry can help IT departments.
Building a Project Management Culture | Ajay Patel and Jim Stanley | Michigan State University
Project Management
What is a project?
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A temporary one-time multi-task endeavor with a clear
objective, specific begin and end date, and a budget.
A temporary endeavor undertaken to create a unique product
or service (PMI).
Projects are building block for developing and implementing
organizational strategy.
Projects face three constraints—time, cost, and quality.
Projects need project/matrix organization.
Building a Project Management Culture | Ajay Patel and Jim Stanley | Michigan State University
Project Management
What is project management?
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Defining, planning, scheduling, and controlling of activities that
are performed to achieve project objectives.
Application of knowledge, skills, tools, and techniques to
project activities to meet project requirement (PMI).
Modern project management is now widely used.
PM skills are not just limited to specialists.
PM tools have become better and cheaper.
PM offers many benefits—cost savings, on-time delivery,
quality improvement, high customer satisfactions, increased
productivity, and benefits to future projects.
Building a Project Management Culture | Ajay Patel and Jim Stanley | Michigan State University
Project Management
Critical Success Factors (CSF) for project management
According to Pinto (The PMI Project Mgmt Handbook):
mission, top management support, schedule & plans, personnel,
efficiency & effectiveness of technical tasks, client involvement,
client acceptance, monitoring & feedback, communication,
troubleshooting
According to Lintz (Guide to Successful Project Mgmt):
clearly defined purpose & scope, regular occurrence of
measurable milestones, adaptability of project team,
management that avoids micromanagement and blanket
approval.
Building a Project Management Culture | Ajay Patel and Jim Stanley | Michigan State University
Project Management
Why projects fail?
According to Kliem (PM Practitioner’s Handbook):
inappropriate leadership style, lack of vision, unrealistic expectations,
Ill-defined scope, poor role definition, inadequate communications,
lack of buy-in, low morale, lack of training and skills, poor teaming,
lack of culture conducive to PM, lack of trust, poor WBS & estimates,
unrealistic timeframe, inefficient resource allocation, no change mgmt
According to Lintz (Guide to Successful Project Mgmt):
project not changed with change in original intent, mismanagement of
project, management in wrong roles, unrealistic goals, project too long
and lacking enough milestones, lack of termination policy
Building a Project Management Culture | Ajay Patel and Jim Stanley | Michigan State University
Project Management
Benefits of standardized project management process
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Uniform practice of PM throughout the organization
Consistency of formats in major PM components such as
proposals, plans, and reviews
Support structure for learning from past successes and failures
PM learning and training tool
Increased visibility with clients
Time savings in PM preparations
Building a Project Management Culture | Ajay Patel and Jim Stanley | Michigan State University
Project Management
What makes a good project leader?
According to Laufer (Project Management Success Stories):
adapt a will to win, challenge status quo, take measured risks, foster
flexible systems & behaviors, create & maintain focus, legitimize
objective decisions, involve customer, build trust, develop teamwork
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Certain non-technical skills are more important than technical and
analytical abilities. Non-technical skills are sometimes called Emotional
Intelligence—an ability to manage self and relationship with others.
Research shows that effective leader use different leadership styles
(coercive, authoritative, affiliative, democratic, pacesetting, and coaching),
each at right time and right measure!
Building a Project Management Culture | Ajay Patel and Jim Stanley | Michigan State University
Project Management
What makes a great project team?
According to Elbeik (Project Skills):
informal but highly involved work atmosphere, focused discussions,
common commitment to clear objectives, high listening, constructive
criticism, open expression of disagreement, decisions through
discussions and consensus, sharing of feeling, sharing of roles and
responsibilities, open review of success and failure
According to Kliem (PM Practitioner’s Handbook):
acceptance & objective evaluation of ideas, sustained common
norms-values-beliefs without conformity, team synergy through
mutual support & commitment to the project, focus on results, trusting
and open attitude, high morale, ability to resolve conflicts and gain
consensus, high morale, information & resource sharing
Building a Project Management Culture | Ajay Patel and Jim Stanley | Michigan State University
Relating Strategic and Project Management
Strategic management
Strategy (game plan!) is a pattern of decisions that reveals organization’s
scope, purpose, goals, objectives, and its approach to future success.
Strategies are future-oriented & concerned with firm’s long-term prosperity.
Strategic Management (can occur at organizational, functional, or
departmental level) involves formulation and implementation of strategy.
Elements of strategy formulation:
vision, mission, organization profile, environment study, options analysis
and choice, long-term objectives and goals, and grand strategy
Elements of strategy implementation:
organization structure, roles, management styles, business policy, longrange plans, mgmt systems for strategy evaluation and control, resources
Building a Project Management Culture | Ajay Patel and Jim Stanley | Michigan State University
Relating Strategic and Project Management
Project portfolio and project selection
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Every organization maintains a portfolio of projects.
Projects are selected and initiated as mandated in operational plan in
order to develop/implement organization strategy.
Various models could be used for project selection, but in reality
projects are selected using very simple models or just by subjective
decisions.
Screening models – Simple models used for quick yes/no decisions.
Based on checklist, criteria scoring, risk profile, value contribution.
Discounted cash flow models – Detailed models involving computation of
discounted payback, accounting rate of return, and NPV.
Risk assessment models – Consider probability. Include scenario
analysis, risk-adjusted discounted rate, and simulation.
Building a Project Management Culture | Ajay Patel and Jim Stanley | Michigan State University
Relating Strategic and Project Management
Project management and strategic management
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Strategy is reflected in long-range and operating plans and influences
project selection.
Project plans are prepared according to broad parameters specified
in operating plans.
Project management is guided by strategic management.
Project plans form key components of a feedback system that helps
monitor, evaluate, and correct implementation of strategy (and even
strategy itself!).
Building a Project Management Culture | Ajay Patel and Jim Stanley | Michigan State University
Project Mgmt for Higher Ed IT Departments
Information technology today
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Rapid change and fierce competition characterize today’s IT industry.
IT products have compressed life cycles. In hardware, Moore’s law
(1965) still holds true. In software we see new releases every year!
Lack of timely delivery, incomplete products, and broken promises
(hence term vaporware) are more common in IT.
Driving forces such as Internet evolution, frequent entry/exit of
players, shortage of knowledge workers, and high amount of rework
make IT a very unique industry.
Also, many IT firms are run by “creative genius” who lack
management skills and knowledge.
These characteristics and driving forces make management of IT
project very difficult resulting into cost overruns, delayed deliveries,
and inferior quality. Project problems faced by vendors effect projects
of downstream users who rely on vendor products.
Building a Project Management Culture | Ajay Patel and Jim Stanley | Michigan State University
Project Mgmt for Higher Ed IT Departments
Higher education today
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Traditional universities are facing competition from unconventional
for-profit institutions.
Changing demography and internet have ushered in e-learning and
virtual universities!
We now have universities with distributed campus and even virtual
campus.
Most universities today have to deal with escalating costs (specifically
labor and infrastructure maintenance costs).
Cost increases cannot be entirely passed to students in terms of
higher tuition as universities may have agreed to limits on tuition
increase to preserve state funding.
So portion of cost increase is handled through budget cuts.
Building a Project Management Culture | Ajay Patel and Jim Stanley | Michigan State University
Project Mgmt for Higher Ed IT Departments
IT departments at universities
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IT departments at universities are affected by changes in IT field and
challenges faced by educational institutions.
New systems are needed to increase productivity and implement new
education options.
However, new systems require additional expenditure when
organizations are under increased monetary pressure.
Changes in IT require frequent upgrades and retraining.
Employee hiring and retention is a problem. University IT
departments may be able to compete with corporate sector in terms
of job offerings, compensation/rewards, career advancement
opportunities, and flexibility in recruitment.
Although university IT departments are more likely to use some
standard/methodology for software development, use of project
management does not seem to be wide-spread or popular.
Building a Project Management Culture | Ajay Patel and Jim Stanley | Michigan State University
Changing a Well-Entrenched Culture
What is culture?
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Culture is a set of stated and unstated, explicit and implicit beliefs
and assumptions that are shared by a group.
Culture is invisible, unconscious, ever-present, and lasting feature
that shapes and harmonizes behavior of all members.
Cultures can have subcultures based on geography, gender, age, …
Organization culture is the commonly held and relatively stable
beliefs, attitudes and values that exist within an organization.
In a strong or thick culture, members share same values and values
are perfectly aligned with the organization’s goals.
Weak or thin cultures lack homogeneity & stability, but are more
flexible and allow innovation & creativity.
Building a Project Management Culture | Ajay Patel and Jim Stanley | Michigan State University
Changing a Well-Entrenched Culture
Characteristics and Function of culture
According to Williams, Dobson, and Walters, organization culture is:
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Learned--gained from its environment
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Both input and output--influenced by internal env., shapes behavior
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Partly unconscious
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Historically based—based on assumptions of founding members
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Commonly held rather rather shared--no explicit attempts to have
consensus on assumptions, belief, etc.
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Heterogeneous--will vary within and among organizations
Organization culture plays critical part in creation and implementation of
corporate strategy. According to Kono and Clegg, three functions of
organization culture are: simplification and adaptation of decisions,
integration and affiliation, and member motivation and activation.
Building a Project Management Culture | Ajay Patel and Jim Stanley | Michigan State University
Changing a Well-Entrenched Culture
How culture is formed
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Emotions, thoughts, behavior patterns, attitudes, and motives form
the personality of individuals. People develop personality through
learning--from information, experience, rewards and sanctions.
In a group setting, members influence, and are influenced by, other
members' personality, and are affected with needs for affiliation and
commitment. So, members tend to have homogeneous attitudes.
Organizational culture includes the personality of its members. It is
formed and developed through factors external & internal to the orgn.
External factors: information the orgn. and its members gather from
experience they had with, and rewards and punishment they received
from, parents, teachers, social organizations, business, and govt.
Internal factors (more important): information (vision, mission, goals);
the type of experience that the orgn. provides to its members; reward
and sanctions implemented through organization structure and HRS.
Building a Project Management Culture | Ajay Patel and Jim Stanley | Michigan State University
Changing a Well-Entrenched Culture
How to change culture
Culture change is essential for implementing strategic change. Culture
change can re-energize & revitalize organizations, improve organization
performance, and realign the organization with its new vision and goals.
According to Lewin, the psychological process of changing values and
assumptions involves three steps:
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Unfreezing--breaking down existing values, beliefs, assumptions, and
attitudes of individuals
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Changing values, beliefs, assumptions, and attitudes using new
information, experience, and a sanction system
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Refreezing--internalizing and stabilizing these new patterns
Building a Project Management Culture | Ajay Patel and Jim Stanley | Michigan State University
Changing a Well-Entrenched Culture
How to change culture
Existing culture can be changed through the following multi-step process:
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Understand and characterize the present culture and target culture.
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Identify and analyze driving and restraining forces for the change.
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Find ways and measures to strengthen and enhance driving forces
and factors. Find ways and measures to weaken and limit restraining
forces and factors.
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Prioritize measures by using criteria such as effectiveness, ease of
implementation, and cost
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Identify measures to overcome resistance.
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Identify and recruit change agents (innovators) as pilot members.
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Seek management approval.
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Prepare action plan with a schedule and budget.
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Implement the change. Assess progress and evaluate the change.
Building a Project Management Culture | Ajay Patel and Jim Stanley | Michigan State University
Changing a Well-Entrenched Culture
How to change culture
Factors that work in favor of culture change: change in top mgmt; extrovert
organization; awareness of new devl; education/training by vendors;
openness to new ideas; attention to performance; objective decision
making; crises; opportunities, crises perceived as a challenge; competitive
pressures; ability to question authority; and freedom of expression.
Factors that work against culture change: a strong present culture;
introvert organization; a stable external environment; in-house education
and training; a stagnant workforce; office politics; no idea of what
represents success; no clear 'ultimate' authority; strict hierarchy and fear of
authority; subjective decision making; general feeling of insecurity;
homogeneous workgroups; lack of performance based rewards; a
dominant position in the market; and general success.
Building a Project Management Culture | Ajay Patel and Jim Stanley | Michigan State University
Changing a Well-Entrenched Culture
How to change culture
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Change agents can help build commitment toward change. They can
be internal (mgmt, innovators) or external (trainers, consultants).
Approaches used to change culture: developing new corp. image;
recruiting new people in key positions; changing responsibilities of
existing members; changing beliefs, attitudes, and behavior through
communication, education, training, counseling, and participation.
The following will help in overcoming resistance to culture change:
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Education to develop a clear understanding of the need
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Emphasizing benefits of the change
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Training to reduce anxiety associated with new methods/practices
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Teaching by example--beginning changes from the top
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Use of success stories to promote the change
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Linking change implementation to reward system
Building a Project Management Culture | Ajay Patel and Jim Stanley | Michigan State University
Changing a Well-Entrenched Culture
Project Management culture at AIS
Existing AIS project management culture can be characterized as follows:
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Lack of common, department-wide, project mgmt practice
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Lack of the understanding of formal project mgmt process, its
purpose, and its benefits
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Uneven application of project mgmt tasks to department projects
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Project mgmt not seen as an essential component for all projects
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Project mgmt activities conducted as an afterthought!
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Project mgmt not explicitly integrated with strategic planning
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Unavailability of a common repository for project mgmt documents
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Perception of formal project mgmt as being too detailed, too complex,
and too time consuming
Building a Project Management Culture | Ajay Patel and Jim Stanley | Michigan State University
Changing a Well-Entrenched Culture
Project Management culture at AIS
Desired AIS project management culture can be characterized as follows:
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Department-wide project mgmt practice
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Basic understanding of the project mgmt process (PMP), its purpose,
and its benefits among all AIS employees involved in project activities
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Existence of easily accessible, customized, PMP document
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Standard criteria for identifying which project must use the PMP
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Project mgmt seen as a standard requirement for an identified
project, as essential as product deliverables
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Project activities designed and driven using project mgmt framework
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Project mgmt seen as an integrated component of strategic
management
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Department-wide availability of project mgmt documents
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Phased approach to PMP implementation
Building a Project Management Culture | Ajay Patel and Jim Stanley | Michigan State University
Changing a Well-Entrenched Culture
Project Management culture at AIS
Driving forces & factors for project management culture change:
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Critical role of project mgmt in success and failure of projects
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General awareness of project mgmt importance among AIS staff
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Top mgmt enthusiasm and preference for project mgmt
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High priority assigned by AIS mgmt to project mgmt improvement
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Problems with project status communications
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Difficulty in monitoring and tracking progress
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Successful projects not perceived as such by others
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Availability of innovators
Building a Project Management Culture | Ajay Patel and Jim Stanley | Michigan State University
Changing a Well-Entrenched Culture
Project Management culture at AIS
Restraining forces & factors for project management culture change:
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Lack of clear policy statement regarding project mgmt
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Project mgmt tasks seen as pure overhead
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General focus on product and service related activities
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Limited understanding of project mgmt context (example: We just
need a diagram!)
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Lack of knowledge and training in project mgmt tools and techniques
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Perception of formal project mgmt being very detailed and complex
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Small team size for most projects leading to additional roles (tasks)
for project managers
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Clients may not always appreciate project mgmt efforts & docs
Building a Project Management Culture | Ajay Patel and Jim Stanley | Michigan State University
Changing a Well-Entrenched Culture
Project Management culture at AIS
Key components for successful project management culture
change at AIS:
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Project management policy
Management support
Department-wide project management process
Phased implementation
Education and training
Use of change agents to support the change
Building a Project Management Culture | Ajay Patel and Jim Stanley | Michigan State University
Recognizing the Problem
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Formal PM only used on very large projects
PM practices used were inconsistent
A PM process is essential to consistently deliver projects
on time and within budget
A standard process is needed before ongoing process
improvement could be addressed
Problem recognition brought strong commitment by
department management
Building a Project Management Culture | Ajay Patel and Jim Stanley | Michigan State University
Identifying the Scope
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Current department PM culture called for a gradual or
phased approach
Four phases identified which would be handled as
separate projects covering a number of years
The limited scope allows more focus by the project teams
making success more attainable
The phasing gives the department culture a chance to
adapt the process over time
Building a Project Management Culture | Ajay Patel and Jim Stanley | Michigan State University
Four Phases for PM Process Improvement
1. Document a standard process for individual projects
using Microsoft Project as the tool to support planning
and scheduling
2. Incorporate time reporting in the process for project
staff
3. Incorporate planning and time reporting for all
departmental activities
4. Incorporate ability to roll up/integrate projects and
activities into a departmental summary
Building a Project Management Culture | Ajay Patel and Jim Stanley | Michigan State University
Selecting a Project Team
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Make up of team critical to Initiate change
Overcome resistance
Develop a quality process
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Qualities needed –
Proven PM skills
Commitment to PM
Credibility with peers
Strong writing skills
Experience with department practices
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Cross-section of department represented
Led by member of management team
Building a Project Management Culture | Ajay Patel and Jim Stanley | Michigan State University
PM Team Participants
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Project Manager, Application Development Manager
Application Development Senior Analyst
Methods & Education Services Manager
AIS Production Services Manager
Methods & Education Services Analyst
Building a Project Management Culture | Ajay Patel and Jim Stanley | Michigan State University
Creating a Plan
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Used existing high level plan as base
PM team brainstorm tasks/dependencies
PM team plan review
Several modifications in early weeks
Building a Project Management Culture | Ajay Patel and Jim Stanley | Michigan State University
Creating the Deliverables
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PM Process document
Other documents updated for interfaces
PM Concepts training
Microsoft Project training
PM Process training
Building a Project Management Culture | Ajay Patel and Jim Stanley | Michigan State University
Goals for the PM Process Document
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Document should be short and concise
Document should be simple enough to be used effectively
by the entire AIS audience
Content must be based on recognized standards and
methods
Document should refer and integrate with existing AIS
documents and processes
Document should include good PM references but should
not repeat PM knowledge available elsewhere
Document should be easily accessible to AIS staff
Building a Project Management Culture | Ajay Patel and Jim Stanley | Michigan State University
PM Process Document Deliverable
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Developed each PM process step using
the same multi-step approach
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Research the topic
Brainstorm ideas to use in the section
Group similar items items from the brainstorm
Discuss grouped items and narrow idea list if
possible
5. Create draft of section text and diagram
6. Review/update draft with PM Team as many times
as needed
Building a Project Management Culture | Ajay Patel and Jim Stanley | Michigan State University
Other Document Deliverables
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Planning and Budget Process
Status Reporting Process
Project Team Member Selection Process
PERT Implementation Standard
Project Management Policy
Building a Project Management Culture | Ajay Patel and Jim Stanley | Michigan State University
Training Deliverables
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Class for PM Concepts
Class for Microsoft Project
Overview of the PM Process
60 People trained
Ongoing training available
Building a Project Management Culture | Ajay Patel and Jim Stanley | Michigan State University
PM Process Implementation
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Pilot project completed for training and process
Minor adjustments made from pilot feedback
Training completed
Copies of the process provided to all trainees
Implementation announced for October 2000
Hardcopy and Web versions made available
Building a Project Management Culture | Ajay Patel and Jim Stanley | Michigan State University
Actions to Encourage PM Culture Change
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Process is simple and easy to use
Training provided in concepts, tool, and process
The leadership team reviews project plans for all projects that
qualify
Project managers’ and coaches’ performance reviews include
project management responsibilities and use of the process
Project plans are stored in a central location available to all
staff
List of mentors experienced in project management to assist
Standing committee established to support the process and
advocate for project management practices
Building a Project Management Culture | Ajay Patel and Jim Stanley | Michigan State University
Feedback from PM Process Users
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Review questionnaire completed by 7 project managers
Generally, very positive feedback for both training and
process
What most helped process acceptance?
• 5-PM concepts training
• 4-PM process & resources documented
• 4-Microsoft Project training
• 3-PM mentors identified to assist
• 2-PM responsibilities in performance reviews
• 2-Implementation announcement requiring use
Building a Project Management Culture | Ajay Patel and Jim Stanley | Michigan State University
PM Status as of March 2001
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PM process has generally been accepted
Still struggling for consistency
Still learning PM tools and techniques
Culture change to take many more months
Percent of new projects with plans increased from 9% to
50%
Building a Project Management Culture | Ajay Patel and Jim Stanley | Michigan State University
Desired State Evaluation
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Every active project has a named leader & coach (98%)
Project leaders are trained in PM techniques & tools
before becoming accountable for project leadership
(100%)
A defined, effective approach is in place for
guiding/mentoring/aiding inexperienced project leaders
(100%)
Project plans reflect a project-wide set of tasks, including
those of all groups/individuals participating in the project
(100%)
The project planning approach considers input from
significantly involved individuals not assigned to the
project (100%)
Building a Project Management Culture | Ajay Patel and Jim Stanley | Michigan State University
Desired State Evaluation
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Project participants know assigned tasks, expected task
finish dates, and understand the task dependencies (%
not yet available)
Project plans are stored in standard locations and are
available to all project participants and the management
team (60%)
Project plans updated with reasonable frequency (% n/a)
Post project reviews are conducted (75%)
Building a Project Management Culture | Ajay Patel and Jim Stanley | Michigan State University
The AIS Project Management Process
The AIS PMP document is organized in the following sections:
1. Introduction
2. Purpose and support
3. Project management roles and responsibilities
4. AIS Project Management Process overview
5. Initiating the project
6. Planning the project
7. Executing the project
8. Controlling the project
9. Closing the project
10. Additional resources
The document is available in Word format. URL for HTML version:
http://ntweb1.ais.msu.edu/d5211/Internal/ProjectMgt/introduction.html
Building a Project Management Culture | Ajay Patel and Jim Stanley | Michigan State University
Observations and Lessons Learned
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PM benefits the organization and improves customer service.
Standard approaches may not be effective in changing wellentrenched practices. Use an approach customized for your
organization's needs.
Successful implementation of PM practices requires sustained culture
change and reinforcement.
Culture change is difficult and time consuming to design and achieve.
A pragmatic approach helps.
Culture change involves changing expectations as well as influencing
behavior.
In designing culture change, it is important to know your culture,
recognize its limitations, and devise an approach tailored to your
limitations.
A well-documented process is essential in achieving culture change.
Building a Project Management Culture | Ajay Patel and Jim Stanley | Michigan State University
Observations and Lessons Learned
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Although often ignored or overlooked, post implementation surveys
and measurements are needed for objective assessment of impact of
culture change.
Management support is an essential requirement in implementing
any change.
Training facilitates the change. Use of external vendors for training
improves credibility of the change effort.
PM mentors help individuals deal with problems and fear during
transition to the new culture.
Size and composition of the team matters. A small team of
experienced project managers drawn from across the department
was effective in achieving project objectives.
Gradual change that is implemented through a phased approach may
be most effective in the long run.
Building a Project Management Culture | Ajay Patel and Jim Stanley | Michigan State University
Building a Project Management Culture
Questions?
Comments?
The presentation paper submitted to CUMREC will be available as a
CUMREC 2001 conference proceeding item through the EDUCAUSE
Information Resource Library.
Thank you for attending our presentation!
Ajay Patel
Jim Stanley
Email: [email protected]
Email: [email protected]
Building a Project Management Culture | Ajay Patel and Jim Stanley | Michigan State University