HP Restricted2022/6/1IntlnoA4(Version 3/2-Apr-1999)Page 1Applying FocusPMforNon-Project ManagersWORLD-WIDEPROJECT MANAGEMENTMETHODOLOGYFocusPMHP Restricted2022/6/1IntlnoA4(Version 3/2-Apr-1999)Page 2nnnnnnnnTodays TopicsProject Management InitiativeHistory of DevelopmentContent and StrategyRequired inputs to FocusPMKey Business PointsMethodology OverviewBenefits of FocusPMWhy choose HP?FocusPM:It will change the way we do business.Jim SherriffHP Restricted2022/6/1IntlnoA4(Version 3/2-Apr-1999)Page 3nnnnnnCurrent StateThe size and complexity of solution projects have been consistentlygrowingDifferent result while delivered by different PM(even excellent)Project Managers use methodologies inconsistentlyBest practices are not captured,shared,or reusedThe Project Managers role,responsibility and authority are notclearly definedClient dissatisfaction and low profitability are issues in manyprojectsHP Restricted2022/6/1IntlnoA4(Version 3/2-Apr-1999)Page 4nnnnnFuture StateProjects are a major contributor to our profitabilityClients perceive our Project Management as one of HPscompetitive advantagesThe Project Manager is perceived as a highly desired job withinHP with clear authority and responsibility to make projects asuccessUsing a single global methodology and tools contribute tosuccessful projectsKnowledge capture and reuse greatly increase the effectivenessof our Project ManagersHP Restricted2022/6/1IntlnoA4(Version 3/2-Apr-1999)Page 5HP Restricted2022/6/1IntlnoA4(Version 3/2-Apr-1999)Page 6nClearly define role and authority as well as measures,rewards,and scoping of Project ManagersObjective 3:nRapidly enhance our Project Management capabilitythrough development and hiringProject Management InitiativeObjective 1:nEnable the implementation of a consistent Project Managementmethodology world-wideObjective 2:2022/6/1IntlnoA4(Version 3/2-Apr-1999)Page 7nnnnnnRole of Project ManagerResponsible for profitability(scope/terms&conditions/cost/schedule)of projectKey role in selling process-qualifying project andrecommending GO/NO GOAssesses and manages risk during selling and delivery processManages project team during the projectManages relationship between clients and HP/partners/subcontractorsMajor relationship with CBM,CBL&Principal Consultant in pre-salesnDrives the success of the projectHP RestrictedHP Restricted2022/6/1IntlnoA4(Version 3/2-Apr-1999)Page 8nnnnPMs are Empowered to:Have sole accountability for profitability of projectsHave a major responsibility in the selling processHave authority to be the only manager of project deliveryHave authority to be the major interface to client during theprojectDoes NOT mean that Project Manager is the most importantperson for project success-entire HP Team is important forproject successHP Restricted2022/6/1IntlnoA4(Version 3/2-Apr-1999)Page 9WORLD-WIDEPROJECT MANAGEMENTMETHODOLOGYFocusPMHP Restricted2022/6/1IntlnoA4(Version 3/2-Apr-1999)Page 10nHistory of DevelopmentProject Managers asked for a more professionalmethodology for planning and implementing projectsnnBased on previous principle(CPLC)&HP best practicesNovember 1996 initial strategy,January 1998 FinalReviewnWW Review TeamHP Restricted2022/6/1IntlnoA4(Version 3/2-Apr-1999)Page 11HHHHCompared to Previous MethodologyIs consistent with the Project Management Institutes(PMI&Prince2 standards)Incorporates HP best practicesProvides rigor and detail in the planning phasesIncludes a robust toolkit in the planning and implementationphasesHMeets the need of Project Managers to manage increasinglylarger and more complex projectsHP Restricted2022/6/1IntlnoA4(Version 3/2-Apr-1999)Page 12HHHBenefits of FocusPMImproved HP bottom line by cutting losses on projectsEnsures consistent world-wide approach to client projects(willbe used by HPC,ISBU,and OSD)Developed under leadership of global HPC/ISBU SteeringCommitteeH Incorporates WW HPC/ISBU best practices and industry standardProject Management methods and terminology(PMI and Prince2)HCan be used for any type of project(Scaleable)H Provides a full set of forms,tools and templatesH Includes a rigorous process for assessing/managing riskHP RestrictedComponents of FocusPMnnnDocumentation Methodology Guide(Phases/Activities/Tasks)Reference Manual(Processes and Techniques)Toolkit(Forms,Templates and Examples)Quick Reference Card(Quick Overview)Electronic Tools Guide,Manual and all Tools on the Web Continuous Improvement accessed through the Web Web based Knowledge Sharing(Project Snapshots and BestPractices)Documentation Management System(under investigation)Training and Communication Applying FocusPM for Project Managers-2 days Applying FocusPM for Non-Project Managers-1/2 day Internal Presentations for HPC and Sales External slide set Sales slide set Web based training-Qtr 3(Virtual University)2022/6/1IntlnoA4(Version 3/2-Apr-1999)Page 13HP Restricted2022/6/1IntlnoA4(Version 3/2-Apr-1999)Page 14Key StrategiesnnnnnnnConsistent quality criteria and measuresKnowledge sharing and r