Loading presentation...

Present Remotely

Send the link below via email or IM

Copy

Present to your audience

Start remote presentation

  • Invited audience members will follow you as you navigate and present
  • People invited to a presentation do not need a Prezi account
  • This link expires 10 minutes after you close the presentation
  • A maximum of 30 users can follow your presentation
  • Learn more about this feature in our knowledge base article

Do you really want to delete this prezi?

Neither you, nor the coeditors you shared it with will be able to recover it again.

DeleteCancel

Make your likes visible on Facebook?

Connect your Facebook account to Prezi and let your likes appear on your timeline.
You can change this under Settings & Account at any time.

No, thanks

SCTEM 2013 - Project Management for TE System Implementation

No description
by

Adam Donaldson

on 30 September 2013

Comments (0)

Please log in to add your comment.

Report abuse

Transcript of SCTEM 2013 - Project Management for TE System Implementation

Initiating
Monitoring & Controlling
Objectives
Q&A - Share your experiences in T&E system implementation
Travel & Expense
System
Implementation

Introduction
Using Project Management to Keep the Train on the Track
Adam Donaldson, PMP
George Washington University
Director, Business Management & Analysis Group

bmag.gwu.edu
Review the T&E problem faced by GW
Discuss basic project management process
Walk through the project management process using GW's T&E system implementation as a case study
Session Objectives
The Problem
Travel Booking
Expense Management
No single travel booking provider

No accurate data on travel spend

Inability to negotiate with travel vendors

Paper process for Pcard allocation and expense reimbursement

T&E policies difficult to enforce

Require 100% Pcard allocation audit

WASTE
Wasted money
...but no visibility into how much!
Wasted resources
...A LOT of manual effort!
Wasted time
...employees confused on policy!
Does this look familiar?
Planning
Executing
Closing
Project Management Institute (PMI) Project Phases
Nov 2010
Sep 2011
Oct 2011
Idea / Request Initiation
GW's Innovation Task Force (ITF) estimates significant savings for Travel Booking consolidation & Expense Reimbursement automation.
Solution Proposed
After 10-month solution selection effort, GW selects American Express Business Travel Services and Concur as T&E service and system providers.
Project Chartered
GW formally charters a 2-phased project to first implement the Travel Booking solution and then the Expense Management solution.
GW's T&E Solution Initiation Timeline
Engage stakeholders
GW Case Study - Initiating
Define the business requirements
Propose a solution
Charter the project
Engage stakeholders
GW Case Study - Initiating
Define the business requirements
GW Case Study - Initiating
Source Selection Team
Focus Groups
Executive Leadership Team
Internal proposal ... more than the "RFP"

Contains description of business need, proposed solution(s), milestones, resource requirements, funding requirements, business case, exclusions / assumptions / risks

Now is the time for leaders to shape and influence the solution
Develop the proposal
GW Case Study - Initiating
Charter the project
GW Case Study - Initiating
11-month initiation period
During Initiating, Stakeholder influence highest / Cost of changes lowest
Defines project scope, inclusions, exclusions, objectives, milestones & timeline, resources, funding

Establishes project leadership, including the PM

Commits resources and authorizes the budget

"Charosal" ...can sometimes be combined with proposal
Engaged stakeholders
GW Case Study - Initiating
Defined the business requirements
Proposed a solution
Chartered the project
Oct 2011
Oct 2011
Dec 2011
Project Chartered
GW formally charters a 2-phased project to first implement the Travel Booking solution and then the Expense Management solution.
Project Team Kickoff
Gathered project team and held project kickoff meeting. Used charter to explain agreed-up scope. Established timeline to complete planning activities
Planning Gate Review
GW's T&E Solution Planning Timeline
2-month planning period
Executive leadership approves project schedule and beginning of Development phase
Project kickoff
GW Case Study - Planning
Create task schedule
Develop communications plan
Review project plan with leaders
GW Case Study - Planning
Project kickoff
Documents the "What" of the solution

Critical to RFP process, scope agreement, IT development, solution testing and closing

Categorize into User Interface, Security & Access, Reporting & Notification, Network Compatibility, etc.

Document desired process flows
Dec
2011
Analysis, Design & Development
Both Phase 1 & Phase 2 enter Analysis, Design & Development phase of our project management process
GW's T&E Solution Executing Timeline
15-month execution period
Phase 1
Travel
Portal
Phase 2
Expense
Management
Jan
2012
Development
Complete
System ready
for testing
Feb
2012
UAT
Complete
System ready
for pilot
Mar
2012
Pilot
Complete
System
live!
May
2012
Phase 1
Closed
Formally closed Travel portion of project
Aug
2012
Development
Complete
System ready
for testing
Oct
2012
User Acceptance Testing Complete
Extensive UAT
completed
Oct
2012
Expense System
Cutover
Expense system
live!
Mar
2013
Project
Closed
Both Travel Portal and Expense System phases closed
(10-months to entire system live)
Vendor coordination
GW Case Study - Executing
Action & task management
Change management
Testing
Development
Vendor coordination
GW Case Study - Executing
Assign your own PM to manage vendor PMs / resources
You know your constituents and leadership best
Holistic project management comes from within
Retain the institutional knowledge for future projects
Take time to dig through and leverage vendor resources
Don't be afraid to escalate ... YOU are the customer
WE are a tight-knit community ... leverage your HE friends
Action & Task Management
GW Case Study - Executing
Two significant tools
Action Item Register
Schedule
Communication & Change Management
GW Case Study - Executing
Evaluate, evolve and execute the communications plan
Change management ... capture hearts & minds
Several university-wide emails / targeted emails to card holders
Web announcements on frequented sites / systems
Top down memos from department leaders
Goal was to be 99% paperless on communications
University-wide road show and departmental meetings
Turning one respected known skeptic is worth the effort
Don't try to sell them what they don't need / our situation was "unique"
Focus on and demonstrate how users lives will be easier
Executive Status Reporting
GW Case Study - Executing
Succinctly cover:
Timeline

Major milestones

Progress

Next steps

Risks / issues (very carefully)
Vendor coordination
GW Case Study - Executing
Action & task management
Communication & change management
Testing
Development
Formal review & sign-off
GW Case Study - Closing
Lessons learned
GW Case Study - Closing
Lessons learned
GW Case Study - Closing
Formal review & sign off
Engage stakeholders

Define the business requirements

Propose a solution

Charter the project
Project kickoff

Create task schedule

Develop communications plan

Review plan with executive leadership
Vendor coordination

Action & task management

Communication & change management

Testing

Executive Status Reporting
Lessons Learned

Review & formal sign off
GW Case Study - Planning
Create task schedule
Defines & sequences detailed project tasks, effort, duration & owner

Monitors status of project against milestones / baselines
Tips:
Start with the macro milestones and break them down into tasks
If effort exceeds 2 weeks, break the task down further
Resource dedicated 100% to project really = 80% effort on project
Make the schedule your own, not just the "vendor" schedule
Identifies and tracks external dependencies

Identifies critical path and areas of required escalation
Guides project team in daily work activities
GW Case Study - Planning
Develop Communications Plan
Determine needed "Internal" and "External" communications

Document audience, medium, frequency, owner, approver

Living plan ... will change and grow as project progresses
GW Case Study - Planning
Review project plan with leaders
Check-in opportunity for project executive leaders

Review schedule, plan, progress and risks with leaders

Receive any additional guidance and approval to proceed
Project kickoff
GW Case Study - Planning
Create task schedule
Develop communications plan
Review plan with executive leadership
Adam Donaldson, PMP
Director, Business Management & Analysis Group
George Washington University

(202) 994-6867
adonald@gwu.edu

Thank You!!
Executive Status Reporting
Executive Status Reporting
Testing
GW Case Study - Executing
Test plan
User test scenarios
Opportunity to "test" documentation
Gather general feedback on system
Full transcript