Project Advice!!! URGENT

[Tom]

Everyone,

I have been running into roadblocks where basically the
whole project server is all bad data. Resources are not
filling in time, project managers are not using
professional right, resource managers are not managing
either. Processes are not there, no prioritization.
Managers not getting the tool, what are costs, estiating
etc... I have escalated the issue to upper management but
nothing is being done. ANyone have experience in dealing
with a messed up project process environment and what did
you do to over come this?

Help
Tom

 

[Bartolini]

Yes...In this Order.

1- Get your management and upper management into a sit-down.
2- Draw-Up a SOP for best practices. Document it and have all responsible
parties sign-off.
3- Incorporate that into a Training Document and make training classes
mandatory for the users.
4- Suggest a source such as "MSProjectExperts" to guide in these tasks.

It sounds like you way past all of this but it would help.

~TS

 

[Brian K - Project MVP]

Everyone,

I have been running into roadblocks where basically the
whole project server is all bad data. Resources are not
filling in time, project managers are not using
professional right, resource managers are not managing
either. Processes are not there, no prioritization.
Managers not getting the tool, what are costs, estiating
etc... I have escalated the issue to upper management but
nothing is being done. ANyone have experience in dealing
with a messed up project process environment and what did
you do to over come this?

Help
Tom

I would suggest finding a partner organization that can help you
address these process questions. AS you have found it does not matter
if you get project server installed if the process it is supposed to
support is broken.

This sounds like a training issue as well. It sounds like even if you
had a process the team you have might not know how to follow it with
the tools they have so training them on the process and on the tool at
the same time would be a good idea. Integrate the training on the
process into the product training to give them the big picture as well
as the product training.

The company I work for has excellent process consultants, Gary's team
at MSProjectExperts are a great source as well. You can also get a full
list of partners at www.microsoft.com/project. There should be a link
there for finding a partner.


Sadly you have experienced first hand how just having good software is
not the key. Good Luck with everything.

 

[Tom]

Thanks for the advice I have done all of the things
mentioned. I did have a outside source come in and work on
processes and training together but if users never follow
them it does not do any good. Working for a corporation
that has a lot of red tape is the problem. I will again
escalate the issues to the executive level. Upper
managment and executive level are the ones that need to
enforce the rules.

 

[Matt Steele]

You can't turn back the clock, but:

An implementation of Project and server requires a great
deal of up-front planning and management involvement.

At the outset of the consideration process you have to
discuss with management (as high up as you can get) the
ramifications of the system on the business process. There
are many and you have to think them through for your
business.

In our case, there was no standardized methodology for
planning, scheduling or reporting of progress. Cost status
was run from accounting reports. Some of the implications
for this business were that there would be an increase in
the amount of manager time required for the system to
operate. The owners were shown the type of output and the
benefits to the company. They were also sworn to commit to
this system and agreed there would be absolutely no
tolerance for not complying (by the managers and team
members).

The processes have to be almost fully designed and
documented before you roll out. Priorities need to be
agreed upon and part of the standardized methodologies
that you need to have developed before roll-out. You will
always make changes, but start with something you feel is
as complete as you can make it.

Most good managers will adopt this system because it gives
them data they otherwise would not have. So you need to
address your resources available to help enforce and
provide one-on-one assistance to managers.

A coordinated roll-out and training plan needs to be
developed. Having the owner(s) or top management address
the crew at this time and reiterate their commitment is a
good idea.

There are more issues to cover, but you get the idea. You
have to have the basic bases covered before you roll out
if you want it to go smooth. You also have to continually
communicate to the company staff that the system is coming
while you develop it. In my case I had 4 months to develop
my system before anyone saw it, but everyone knew it was
coming and non-compliance was not an option.

And if it is a new concept for the company,
forget "smooth" no matter how much you prepare. There will
always be problems and problem people. But that is why you
get top-level management to commit up front - you tell
them this will happen and they need to stand firm in their
position. Get a six to nine month commitment from them for
their absolute support after roll-out. In that time, you
will should have the issues mostly resolved and the system
working as intended if you knew what you wanted from it in
the first place.

In your position I would develop a strong agenda for a top
level management meeting where you could address some of
the things that may not have been covered in strong enough
terms: benefit to the company, criteria for success,
management commitment, expense committed to date, and the
cost of stopping right now - in terms of finances and in
terms of whatever benefits you had planned by doing this
in the first place.

As mentioned before, professionals can help you in the
process development. Other professionals may be able to
come in and take over management of the implementation and
salvage your half-sunk ship by having a stronger message
for the upper management than you may be able to convey.

Good luck and please let us know what you do. I am sure
many of us have had experiences like yours.

Matt

 

[Gary L. Chefetz [MVP]]

Tom:

You answered your own question.

Last year, we introduced Project Server to a business unit in a large
company through a voluntary pilot. Time sheet reporting compliance ranged
from 42 to 85% on any given week. Prior to rolling out, the senior executive
of the business unit, at a rollout kickoff meeting, greeted everyone at the
door and forced people to sit up front for his announcement that the using
the system was a condition of employment. Post rollout, compliance has been
steadily in the high 90s. In fact, on the first day people started updating
their timesheets before the program managers could get all the tasks
published. Makes all the difference!

 

[Brian K - Project MVP]

Tom:

You answered your own question.

Last year, we introduced Project Server to a business unit in a large
company through a voluntary pilot. Time sheet reporting compliance
ranged from 42 to 85% on any given week. Prior to rolling out, the
senior executive of the business unit, at a rollout kickoff meeting,
greeted everyone at the door and forced people to sit up front for
his announcement that the using the system was a condition of
employment. Post rollout, compliance has been steadily in the high
90s. In fact, on the first day people started updating their
timesheets before the program managers could get all the tasks
published. Makes all the difference!

There is nothing quite like STRONG management support. (subtle way of
saying swift kick in the ass!)

The execs either need to get behind this and tell people DO IT OR ELSE
or they need to have you uninstall and use those servers for something
else.

Process without enforcement equals a waste of paper.

 

[Pat Kelecy]

Good post (with very good advice).

I'm curious though, after you rolled out the system and trained the
employees, what was their reaction to it? Did the employees like using it?
I'm sure they were filling out timesheets or cards before (either paper or
electronic) - so was this perceived as an improvement over the old way?
Also, was this system used to keep track of all their time (both project and
non-project) or did they still use another system for general accounnting?

Hope this isn't too many quesitons, but am wondering if this is something
seen mainly as a benefit for management, or whether employees appreciate it
also. Thanks for any feedback. -Pat

 

[J Blake]

In working with several large organization over the past year, I've
found that PMs and Team Members need to see how the tool will save
them time. Nobody wants to learn a new tool for the sake of saving
someone else time (ie management). You need to show them how it will
save them time in their daily activities. Until they see that value
they will only reluctantly use the tool but they will never embrace
it. And with all the upfront work you have to put in to getting the
tool to work right, embracing it is only way to make sure it doesn't
go out the door when something better comes knocking.

Joe Blake
Microsoft Project Server Consultant

 

[Matt Steele]

Timesheets is not even a feature I use. There is so much
more to the program that I wanted to use so that is not a
good example. My system is for planning projects and
managing project estimating, forecasted cost and
forecasted billing, and reporting. I import actual cost
and billing from the accounting system back into my system.

The system has several benefits over the way we did
business before. These benefits make life easier for
managers and the owners, and provide us with data upfront
on a project that we did not have. So in these ways it is
a percieved by everyone as good.

There are certain issues that we continue to struggle with
like server speed and limitations of the software
features. But we programmed our own features that give us
what we want now. So these types of problems are perceived
as troublesome until resolved.

I can tell you that everyone uses the system. Some would
use it even if it was not mandatory. Some will always
complain and did so before the system. We plan all project
costs in the system and all marketing and overhead labor.
I do not track things like office costs, etc.

Hope that helps. You can visit the MS web site at this
link to read a case study on my system.

http://www.microsoft.com/resources/casestudies/CaseStudy.as
p?CaseStudyID=14447

Matt

 

[Pat Kelecy]

Thanks Joe and Matt for the responses. I guess how this is used can vary
quite a bit depending on the organization and circumstances. What
references did you find the most useful in planning the implementation of
PS?

Thanks again.