Using Project Management Best Practices to Manage
Oracle Enterprise Resource Planning (ERP) Projects
Session ID# 12048
Edward Charity, Jr., PMP
Project Management Systems Consultants
(PMSC) LLC
Agenda
•
Introduction
•
Overview of The Project Management Institute (PMI) and
The Project Management Body of Knowledge (PMBOK)
•
Overview of ERP Implementation Projects
•
Application of PMBOK Concepts to ERP Implementation
Projects
•
Conclusion
Introduction
•
Edward Charity, Jr, Project Management Professional (PMP)•
Certified Public Accountant (CPA)•
Close to 20 years experience with ERP Implementation Projects•
Worked for Oracle Consulting and Big-6/4 Consulting•
Oracle Projects (Project Accounting) Suite SME/Oracle R12 Projects Certified Implementation Specialist•
Project Management Systems Consultants (PMSC), LLC•
Founded in 2001PMI and PMBOK
•
The Project Management Institute (PMI)
•
One of the world’s largest professional membership
organizations
•
½ Million Members and Credential Holders in 185 Countries
•
Non-Profit Organization That Advances the Project
Management Profession through:
•
Globally Recognized Standards and Certifications
•
Collaborative Communities
•
Extensive Research Programs
PMI and PMBOK
•
The Project Management Body of Knowledge (PMBOK)
•
One of the globally recognized standards established by PMI
•
Contains the fundamental practices that Project Managers
(PMs) need to attain high standards and project excellence
•
Gives PMs the essential tools to practice project management
and deliver organizational results
•
The formal title for the PMBOK is “A Guide to the Project
Management Body of Knowledge (PMBOK ® Guide) – Fourth
or Fifth Edition”
•
Fifth Edition – Published in 2013 – is the latest guidance and
is the source of information contained in this presentation
•
Future Project Management Professional (PMP) Exams
based on the Fifth Edition
PMI and PMBOK
•
PMBOK Project Management Process Groups
•
Initiating Process Group –
Those processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase.•
Project Manager Assigned; Project Charter and Stakeholder Register Initiated•
Planning Process Group
– Those processes required toestablish the scope of the project, define and refine the objectives, and define the course of action required to attain the objectives
that the project was undertaken to achieve
•
Project Management Plan, including all sub-plans will be initiatedPMI and PMBOK
•
PMBOK Project Management Process Groups (Continued)
•
Executing Process Group
– Those processes performed tocomplete the work defined in the project management plan to satisfy the project specifications.
•
People and Non-Human Resource Coordination•
Majority of Project Budget Expended performing these processes•
Monitoring and Controlling Process Group
– Those processesrequired to track, review and regulate the progress and performance of the project.
PMI and PMBOK
•
PMBOK Project Management Process Groups (Continued)
•
Closing Process Group
– Those processes performed to finalizeall activities across all Process Groups to formally close the project or phase.
PMI and PMBOK
•
PMBOK Project Management Knowledge Areas
•
Represent a complete set of concepts, terms, and
activities that make up a professional field, project
management field, or area of specialization.
•
There are detailed processes unique to that knowledge
area (47 in total across all 10 knowledge areas)
•
The PMBOK ® Guide defines the important aspects of
each Knowledge Area and how it integrates with the five
Process Groups (See Chart)
•
Defined by 1) Process Inputs; 2) Process Outputs; and 3)
Tools and Techniques
PMI and PMBOK
•
PMBOK Project Management Knowledge Areas (Continued)
•
Project Integration Management
•
Outputs: Project Charter and Project Management Plan•
Tool: Project Management Information System (PMIS)•
Project Scope Management
•
Inputs: Project Charter and Project Management Plan•
Outputs: Scope Management Plan; RequirementsDocumentation/Traceability Matrix; and Scope Baseline (aka Work Breakdown Structure (WBS)
PMI and PMBOK
•
PMBOK Project Management Knowledge Areas (Continued)
•
Project Time Management
•
Inputs: Project Charter and Project Management Plan•
Outputs: Activity Resource Requirements/Resource Breakdown Structure (RBS); Schedule Baseline; and Project Schedule•
Tools: Critical Path Method or Critical Chain Method and Scheduling software/tools•
Project Cost Management
•
Inputs: Project Charter and Project Management Plan•
Outputs: Cost Baseline and Cost Forecasts•
Tools: Estimating Tools such as: Analogous; Parametric; Bottom-up; and Three-Point EstimatingPMI and PMBOK
•
PMBOK Project Management Knowledge Areas (Continued)•
Project Quality Management
•
Inputs: Stakeholder Register and Requirements Documentation/Traceability Matrix•
Outputs: Change Requests and Validated Deliverables•
Tools: Quality Audits and Inspection•
Project Human Resource Management
•
Inputs: Project Management Plan and Activity Resource Requirements•
Outputs: Change Requests and Project Staff AssignmentsPMI and PMBOK
•
PMBOK Project Management Knowledge Areas (Continued)•
Project Communication Management
•
Inputs: Project Management Plan and Stakeholder Register•
Outputs: Project Communications and Change Requests•
Tools: Communications Technology; Communications Models and Methods; and Performance Reporting•
Project Risk Management
•
Inputs: Project Management Plan; Project Charter; and Stakeholder Register•
Outputs: Risk Register and Change Requests•
Tools: SWOT Analysis and Risk Probability & Impact AssessmentPMI and PMBOK
•
PMBOK Project Management Knowledge Areas (Continued)•
Project Procurement Management
•
Inputs: Project Management Plan and Requirements Documentation (for Make or Buy Decisions)•
Outputs: Selected Sellers and Change Requests•
Tools: Bidder Conferences and Proposal Evaluation Techniques•
Project Stakeholder Management
•
Inputs: Project Management Plan and Project Charter•
Outputs: Project Communications and Change RequestsPMI and PMBOK
PMBOK Project Management Process Groups and Knowledge
Areas Together
{Insert Chart Here}
Knowledge Areas
Initiating Planning Executing Monitoring Closing
Project Management Integration Scope Time Cost Quality Human Resource Communications Risk Procurement Stakeholder
ERP Implementation Projects
•
Systems Development Life Cycle (SDLC)
•
Waterfall
•
Sequential series of phases or stages to get from the start of the project to the endPhase 1 Phase 3 Phase 3 Phase 4 Phase 5 Phase 6 Phase 7
Analysis Design Build Test Train Transition Support