Post on 17-Jun-2020
PRACTICAL PROJECT MANAGEMENT
Using the Best & Leaving the Rest
Presenter: Rodney Verhoeff, M.S. / PMP®
Management Consultant with:
Roan Associates Consulting
Nebraska ASQ Section – Summer Series
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June 21st, 2012 * 7:00 pm
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PRACTICAL PROJECT MANAGEMENT HUMOR OR PAINFUL TRUTH?
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PRACTICAL PROJECT MANAGEMENT DUALITY OF PM
Project Management is a Science AND an Art
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On scale of 1 (low) to 3 (high), how would you rate your experience and knowledge of PM?
1 2 3 low high
PRACTICAL PROJECT MANAGEMENT MEET & GREET
Project Management Experience
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© Roan Associates 2012
Unique purpose with well-defined goals & objectives.
Time limits - scheduled start and calculated end date (temporary in nature).
Carefully designed set of activities with defined specifications (progressive elaboration).
Requires various resources.
Involves more than one person.
Involves uncertainty & risk.
Has a primary sponsor and customer. 5
PRACTICAL PROJECT MANAGEMENT FUNDAMENTALS
PMBOK® 4th Edition
What is a Project? Characteristics
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Projects are not neat and clean…
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PRACTICAL PROJECT MANAGEMENT FUNDAMENTALS
Messy
Change Often
Unique
Undefined
Conflicts
In Competition
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Project Diagram – Showing Interconnections
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PRACTICAL PROJECT MANAGEMENT FUNDAMENTALS
TASK A: Someone
else’s project
TASK B External project
TASK D
TASK C: Someone
else’s project
PROJECT
© Roan Associates 2012
What is Project Management?
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PRACTICAL PROJECT MANAGEMENT FUNDAMENTALS
“…the application of knowledge, skills, tools and techniques to project activities to meet project requirements.”
PMI - A Guide to the Project Management Body of Knowledge, 4th Edition.
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PRACTICAL PROJECT MANAGEMENT FUNDAMENTALS
Why is Project Management Important
– or is it?
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Lessons Learned: Define your project scope, clearly determine specifications, and involve all stakeholders from the onset. Learn the how to control scope creep by establishing and utilizing change management.
Horror Story #1
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PRACTICAL PROJECT MANAGEMENT HORROR STORIES
In 1997, Electronic Data Systems started work on a Canadian national firearm registration system. Originally wanted small IT project that would cost taxpayers only $2 million --
$119 million for implementation which was to be offset by $117 million in licensing fees. Pressure from special interest groups resulted in >1,000 change orders in
just the first two. By 2001, the costs had ballooned to $688 million. By 2004, the program cost > $1 billion while generating revenue of only $140
million, giving rise to its nickname: “The billion-dollar boondoggle.”
© Roan Associates 2012
Lessons Learned: It is important to address problems as soon as they appear. With proper planning, project managers can handle problems as they arise, thus avoiding project failure.
Horror Story #2
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PRACTICAL PROJECT MANAGEMENT HORROR STORIES
The British supermarket giant Sainsbury's wanted to install an automated barcode fulfillment system in its distribution center in Essex. The new barcode-based fulfillment system would increase efficiency
and streamline operations. The system was installed in but had "horrendous" barcode-reading
errors that were not addressed. Regardless, in 2005 the company claimed the system was operating as
intended. Two years later, the entire project was scrapped and Sainsbury's
wrote off $265 million in IT costs.
© Roan Associates 2012
Can’t Create or Stop Time
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PRACTICAL PROJECT MANAGEMENT TIME
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Multi-Tasking - Efficiency
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PRACTICAL PROJECT MANAGEMENT MULTI-TASKING
40% more time than single tasking
http://www.psychologytoday.com/blog/the-power-prime/201103/technology-myth-multitasking
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...Or You Can Find Ways to Be More Efficient & Effective
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PRACTICAL PROJECT MANAGEMENT EFFICIENCY & EFFECTIVENESS
PROJECT MANAGEMENT is one way © Roan Associates 2012
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PRACTICAL PROJECT MANAGEMENT TENDENCY
Brainstorm Initiate Plan Implement Close
PROJECT LIFECYCLE
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Importance of Project Management
Helps to identify & clarify requirements
Establishes clear & achievable objectives
Balances cost, time, scope, and quality
Consistent approaches that are process-based
Ability to respond to changes
Plan & manage for uncertainty or ‘risk’
Coordinates & organizes resources
Meet customer’s needs and expectations
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PRACTICAL PROJECT MANAGEMENT IMPORTANCE
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Personal Time Management Formalize Although you may pride yourself on
keeping everything in the old noggin – ‘Mack Truck Syndrome.’ Check It Off How good does it feel to check
something off? GOOD ! So, make a list of tasks and check them off as you finish up. Prioritize There are many things to do, but is
checking email for two hours really the top priority? Individual Responsibility!
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PRACTICAL PROJECT MANAGEMENT TIME MANAGEMENT
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Project Management (PM)
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PRACTICAL PROJECT MANAGEMENT BALANCE
It is really about getting things done efficiently and correctly – that’s it.
© Roan Associates 2012
The IMPORTANT Q’s to Ask in the Beginning:
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PRACTICAL PROJECT MANAGEMENT QUESTIONS TO ASK
Source: http://herdingcats.typepad.com/my_weblog/project_management/
1. Where are we going? 2. How do we get there? 3. Do we have enough time, money, and resources to
get there? 4. What roadblocks might we encounter along the
way? 5. How do we know we are making progress? 6. How will we know we are finished?
© Roan Associates 2012
Practicality & Usefulness in PM
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PRACTICAL PROJECT MANAGEMENT PRACTICAL PM
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Project Management Tools, Techniques, & Methodologies
PM tools, techniques, and methodologies should help you do your job better, but should not become your job. They are a means to an end.
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PRACTICAL PROJECT MANAGEMENT PM TOOLS & TECHNIQUES
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Project Management Systems
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Your PM System is shaped by a variety of factors. Project Management should help you do your job
better, not become a burden.
PM Systems are not just defined by the software, but consist of a variety of tools and techniques.
Do NOT let the software “tool” drive the system.
PRACTICAL PROJECT MANAGEMENT PROJECT MANAGEMENT SYSTEMS
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What does your PM system look like?
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PRACTICAL PROJECT MANAGEMENT PROJECT MANAGEMENT SYSTEMS
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PRACTICAL PROJECT MANAGEMENT ENTERPRISE ENVIRONMENTAL FACTORS
What are Enterprise Environmental Factors? Internal and external factors that can influence a project’s success. They can enhance or constrain a project with a positive or negative influence on the outcome. Many are considered inputs to planning processes. They include:
Organizational structure, culture, and processes.
Standards.
Infrastructure.
Human resources.
Marketplace conditions.
Political climate.
PM Information System – software, set of processes, etc. PMBOK® 4th Edition
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Chief Executive
Functional Manager Functional Manager Functional Manager
Staff
Staff
Staff
Staff
Staff
Staff
Each employee has one clear superior. Staff grouped by specialty.
FUNCTIONAL ORGANIZATION Project Coordination
Influence of Organizational Structure
PRACTICAL PROJECT MANAGEMENT ENTERPRISE ENVIRONMENTAL FACTORS
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Project team members often co-located. PM’s have a lot of authority and independence.
PROJECTIZED ORGANIZATION Project Coordination
Influence of Organizational Structure
Chief Executive
Project Manager Project Manager Project Manager
Staff
Staff
Staff
Staff
Staff
Staff
PRACTICAL PROJECT MANAGEMENT ENTERPRISE ENVIRONMENTAL FACTORS
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Most professions have certain formal & informal standards
Influence of Your Profession
PRACTICAL PROJECT MANAGEMENT ENTERPRISE ENVIRONMENTAL FACTORS
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Plan Analyze
Design Implement
Release
Shapes
Influences
Influence of Organizational Culture
PRACTICAL PROJECT MANAGEMENT ENTERPRISE ENVIRONMENTAL FACTORS
© Roan Associates 2012
Use the Best – Pitch the Rest
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PRACTICAL PROJECT MANAGEMENT CHERRY-PICKIN’
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Best Practices Use of “Best Practices” – Processes & activities that
have proven to be the most efficient and effective way of accomplishing a task, based on repeatable procedures that have proven themselves over time for large numbers of people • Tools – Templates, forms, and checklists can and should be
used to replicate success for new projects
• Techniques & Approaches – Procedures, standards, processes, protocol, guidelines, policies
• Tracking and Documentation – Future Use / Consistency
PRACTICAL PROJECT MANAGEMENT TOOLS & TECHNIQUES
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PRACTICAL PROJECT MANAGEMENT RULE OF THUMB
Formalizing? Difference in Projects
Term Paper
Olympics
Going to Mars
Leve
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Unc
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/Ris
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Size of Project
© Roan Associates 2012
Project Management Institute (PMI)
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PRACTICAL PROJECT MANAGEMENT PMI
Leading PM organization worldwide
Developed the Guide to the Project Management Body of Knowledge or PMBOK as PM standards – Huge Book
Began in 1969 at Georgia Institute of Technology
More than 500,000 members in 185 countries
Administers Project Management Professional (P.M.P.®) Credential
Go to: www.pmi.org “…advances the project management profession through globally recognized
standards and certifications, collaborative communities, an extensive research program, and professional development opportunities.”
© Roan Associates 2012
PMBOK – The Industry Standard
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PRACTICAL PROJECT MANAGEMENT THE STANDARD IN PM
Project Management Body of Knowledge or PMBOK is a standard, not a process.
What we do - STANDARD -vs- how we do it – PROCESS.
A standard - a collection of knowledge areas which are considered good practices within an industry.
Recognized by the American National Standards Institute (ANSI) as an American National Standard (ANSI/PMI 99-001-2008) and by the Institute of Electrical and Electronics Engineers — IEEE 1490-2011.
Can we disregard PMBOK? No, but we can develop our own processes.
© Roan Associates 2012
PM Accomplished through Processes – 5 Process Groups
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PRACTICAL PROJECT MANAGEMENT FUNDAMENTALS
PMBOK® 4th Edition © Roan Associates 2012
Source: Fundamentals of Project Management, 3rd Edition, James P. Lewis.
Define the Problem
Develop Solution Options
Plan the Project What must be done? Who will do it? How will it be done? When must it be done? How much will it cost? When do we need to do it?
Execute the Plan Actually do it!
Monitor & Control Progress Are we on target? If not, what must be done? Should the plan be changed?
Close Project What was done well? What should be improved? What did we learn?
PRACTICAL PROJECT MANAGEMENT FUNDAMENTALS
Project Steps
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Progression
Initiating
Planning
Executing
Monitoring & Controlling
Closing
© Roan Associates 2012
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By the way…Team Performance & Project Life Cycle
PRACTICAL PROJECT MANAGEMENT TEAM DEVELOPMENT
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What does PM really boil down to?
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PRACTICAL PROJECT MANAGEMENT ESSENTIALS
© Roan Associates 2012
Define Project
Plan Project
Implement Project
Close Project Next
Project
On-going
On-going
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PRACTICAL PROJECT MANAGEMENT ESSENTIALS
Project Definition • Project Description/Statement Reason for doing project and boundaries
• Measurable Objectives Ways of determining your goals and how you know when you get there
• Create Work Breakdown Structure (WBS) Represents scope baseline
• Determine Resource Requirements and Durations Estimating – Improves with better requirements gathering
What does PM really boil down to?
© Roan Associates 2012
Key Points
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PRACTICAL PROJECT MANAGEMENT ESSENTIALS
• Include stakeholders, sponsor(s), team members EARLY in the process!
• Gather requirements and gain agreement on scope early on!
• Communicate early and often! • ID and plan for risks NOW!
© Roan Associates 2012
Work Breakdown Structure (WBS)
Work Package - Deliverable at lowest level of WBS. Can be broken down into activities
WBS- Deliverable grouping of project components that defines what is in the scope. Each level of the WBS progressively elaborates more details of the project.
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LEVEL 1 (Root)
LEVEL 2
PROJECT
Deliverable Deliverable Deliverable
Work Pkg.
Work Pkg.
Work Pkg.
Work Pkg.
Work Pkg.
Work Pkg.
PRACTICAL PROJECT MANAGEMENT ESSENTIALS
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Risks & Accelerators Risks - Project teams good at identifying everything that
can go wrong with a project and how to address these risks, but not so good at using the risk management plan they worked so hard to create.
Accelerators - Very few teams look into “accelerators” to help move the project along more quickly. This can often require creativity, innovation, and resourcefulness – things that are not always encouraged in PM.
PRACTICAL PROJECT MANAGEMENT ESSENTIALS
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Dealing with Risk Mitigate - What can be done to lessen the risk?
Transfer - Insurance is example.
Avoid - Use a different product or vendor.
Accept – For low level risks.
PRACTICAL PROJECT MANAGEMENT ESSENTIALS
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Risk Probability & Impact (RPI) Number
Probability – What is the chance of a risk occurring? Can be %, value, or category
Impact – If it occurs, how much will it affect the project? Can be value or category
RPI – Probability x Impact = RPI
PRACTICAL PROJECT MANAGEMENT ESSENTIALS
© Roan Associates 2012
What does it boil down to?
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PRACTICAL PROJECT MANAGEMENT ESSENTIALS
Project Planning • Assign Responsibility Responsibility Assignment Matrix (RAM)
• Sequence Work / Deliverables Order and dependencies – Network Diagram / Critical Path
• Schedule Work / Deliverables Create a timeline
• Schedule Resources / Deliverables Look at calendars and availability
• Continue to Refine Plan Progressively elaborate
© Roan Associates 2012
Basis for a Successful Project Plan
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PRACTICAL PROJECT MANAGEMENT ESSENTIALS
WBS What is in scope - Breakdown of work to do
Network Diagram Sequence and est. durations to determine critical path
Cost
Schedule
© Roan Associates 2012
What does it boil down to?
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PRACTICAL PROJECT MANAGEMENT ESSENTIALS
Project Implementation • Follow Plan Carry out what you carefully planned to do
• Monitor & Control Keep project on target and control changes
• Refine as you go along Make refinements as necessary and required
© Roan Associates 2012
What does it boil down to?
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PRACTICAL PROJECT MANAGEMENT ESSENTIALS
Project Closure & Evaluation • Complete all tasks Don’t forget to document and file
• Contract Closure Don’t leave contracts or agreements open
• Evaluate Lessons Learned / Analyses (SWOT)
• Innovate Use experience and knowledge from this project to help for future
projects and processes
© Roan Associates 2012
Custom Guitar
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PRACTICAL PROJECT MANAGEMENT EXAMPLE PROJECT
Cost?
Quality?
© Roan Associates 2012
Custom Guitar
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PRACTICAL PROJECT MANAGEMENT EXAMPLE PROJECT
© Roan Associates 2012
Build Custom Guitar
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PRACTICAL PROJECT MANAGEMENT EXAMPLE PROJECT
Body Electronics Neck & Headstock Accessories Hardware Assembly &
Testing
Acquire wood & season
Shape
Carve component
cavities
Acquire wood(s) &
season
Carve neck -backside
Carve neck – fret board
Research components
Acquire & test pickups
Acquire & test wire & switches
Acquire strap &
components
Acquire & adhere decals
Assemble guitar
polish kit
Acquire frets
Acquire tuning keys
Acquire knobs
Assemble body & neck
Install hardware
Install electronics
Add detailing and custom
paint
Assemble and finish
neck pieces
Test sound and function
Attach frets and keys
Install accessories
Assemble electronic system
Acquire bridge &
whammy bar
Acquire plates, bolts,
others
Acquire guitar case
Finish body
© Roan Associates 2012
Triple Constraints…and then some Traditionally, these have been: Time Cost Scope (Requirements)
Currently, Project Managers add: Risk Resources Quality or Performance
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PRACTICAL PROJECT MANAGEMENT TRIPLE CONSTRAINTS
© Roan Associates 2012
What constitutes a “successful” project?
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PRACTICAL PROJECT MANAGEMENT TRIPLE CONSTRAINTS
Traditional Items: On time
Within budget
Meets requirements
Accepted by customer
Quality
No disruption of operations
Requirements
Triple Constraints Human Considerations:
Team is still talking to one another
No one quits
You as PM have your sanity
© Roan Associates 2012
Communicate effectively and appropriately.
Accountability.
Motivate, develop, & lead team.
Formalize processes & create consistency.
Use creativity and innovation.
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Keys to Success as a PM:
PRACTICAL PROJECT MANAGEMENT SUCCESSFUL PM
Apply PM standards and manage within regulations.
Use problem-solving skills.
Delegate responsibility – manage across organization.
Define measures of success.
Understand objectives & move towards goal.
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Anticipate conflict/risk.
Manage expectations of customer.
Possess Emotional Intelligence (EI).
Develop and use negotiation skills.
Keys to Success as a PM:
PRACTICAL PROJECT MANAGEMENT SUCCESSFUL PM
Utilize strengths of team members.
Encourage innovative and creative input by team members.
Clearly define roles & expectations.
© Roan Associates 2012
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Sydney Opera House – Success or failure?
PRACTICAL PROJECT MANAGEMENT PROJECT FAILURE
Over budget by $95 M Ten years beyond est. completion date.
http://en.wikipedia.org/wiki/Sydney_Opera_House
© Roan Associates 2012
Why do projects fail? Wit and Wisdom - NASA
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The seeds of problems are laid down early. Initial planning is the most vital part of a project. The review
of most failed projects or project problems indicate that the disasters were well-planned from the start.
-NASA Rule #15 for Project Managers
PRACTICAL PROJECT MANAGEMENT PROJECT FAILURE
© Roan Associates 2012
Why do projects fail? Top 5
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1. Unclear project objectives or conflicting with business requirements.
2. Poor communication.
3. Project requirements not completely understood by all stakeholders OR lack of understanding of customer expectations and needs.
4. Inadequate planning to flesh out details and identify issues (risks).
5. Lack of support by top management.
PRACTICAL PROJECT MANAGEMENT PROJECT FAILURE
© Roan Associates 2012
Why do projects fail? Others
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Poor estimating on costs, timelines, resources, etc.
Project processes not defined or not adhered to – including work plans, change management, communication, QA/QC, scope, risks, metrics, etc.
Bad management of resources.
Scope creep and continuous changes.
Extended deliverable deadlines.
PRACTICAL PROJECT MANAGEMENT PROJECT FAILURE
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PM Humor - Specifications
PRACTICAL PROJECT MANAGEMENT PROJECT FAILURE
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PRACTICAL PROJECT MANAGEMENT SECRETS
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The Secrets of Successful PM: a.k.a. What they don’t teach you in PM training
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K.I.S.S.
Plan until it hurts
Project Managers are really Project LEADERS
I object to the murky objectives
And in the beginning… “Lessons Learned”
Dust off them plans partner
PRACTICAL PROJECT MANAGEMENT SECRETS
Emotional Intelligence (EI) is key
“Flex” your style and show some muscle
Communication is not just a buzz word
Successful projects are “happy” projects
Rewards are not just for dogs
If you open, you must close
© Roan Associates 2012
K.I.S.S. Principle
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We’ve all heard it, but do we listen?! Keep It Simple Stupid.
The purpose of PM tools are to help you do your job better not become your job.
Dashboard views are great visual tools to show project progress or status.
PRACTICAL PROJECT MANAGEMENT SECRETS
Create your own tools, techniques, and methods.
Don’t lose focus on the ultimate goal of guiding your project to success and don’t get caught up in latest gadgets, software, or technologies.
Use what works, pitch the rest.
© Roan Associates 2012
K.I.S.S. Principle
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PRACTICAL PROJECT MANAGEMENT SECRETS
Who is really in control – You or the tool/technology?
© Roan Associates 2012
Plan Until It Hurts
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Planning is a legitimate part of a project lifecycle. So what if stakeholders gripe--an ounce of prevention is worth a pound of cure.
Involve all stakeholders including customer early in process to determine requirements, needs, and expectations.
Develop and document project objectives and get agreement on them by everyone.
Development of communication channels is vital – who, how, when, and what.
PRACTICAL PROJECT MANAGEMENT SECRETS
Clearly define measures of success and document plan.
Develop necessary plans (and associated documents) and refine as needed. Plans are living documents that must be used.
Planning for resources needs and acquisition is very important here since it allows the PM to costs and schedules.
Determine project team, assign responsibilities, and communicate to everyone.
© Roan Associates 2012
Project Managers are really Project LEADERS
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PMs coordinate resources and lead people
Your job is really to assign the right resources to successfully meet project objectives
Leadership abilities rank higher than technical prowess for success in PM
Lead by example
Use humor and have fun
PRACTICAL PROJECT MANAGEMENT SECRETS
Get to know your team, develop them, and then lead
Recall PMs you admire and emulate their leadership styles and methods
Respect is earned, not commanded
Understand EI and how to create a positive environment for the team.
Inspire, Motivate, & Empower
© Roan Associates 2012
I Object to the Murky Objectives
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Unclear objectives #1 reason for project failure
Make sure you understand customer’s needs, requirements, and expectations
Involve the customer early and often along with other stakeholders
Document objectives and get agreement by all before proceeding
PRACTICAL PROJECT MANAGEMENT SECRETS
Project objectives need to align with company goals and objectives
Controls need to be in place through project lifecycle to ensure alignment with project objectives
Clearly communicate objectives, specifications, and requirements to all team members and stakeholders
© Roan Associates 2012
And in the Beginning… “Lessons Learned”
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PRACTICAL PROJECT MANAGEMENT SECRETS
First things first – Go over Lessons Learned from other past, similar projects at BEGINNING of a project
Lessons NOT Learned – projects experience same issues over and over again
Make sure they are documented AND added to project file
Don’t just make a list – review and make suggestions for improvement
Lessons Learned can be incorporated into your risk register
Positive lessons may be included as “accelerators” to help propel project along
© Roan Associates 2012
Dust Off Them Plans Partner
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PRACTICAL PROJECT MANAGEMENT SECRETS
Make planning a formal part or any project – legitimize it
Do not let peer pressure discourage you from adequate planning processes including holding meetings
Take info from planning sessions and activities and DEVELOP plans for schedule, cost, scope, risk, quality, communication, change control, and overall project management.
Plans are not book ends – they are intended to be implemented
Plans are living documents that are to be reviewed and updated throughout project lifecycle
Planning feeds cyclically into the “Execution” process group of a project lifecycle and occurs from start to end
© Roan Associates 2012
Emotional Intelligence (EI) is Key Definitions:
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“The ability to monitor one’s own and others’ feelings and emotions, to discriminate among them and to use this information to guide one’s thinking and action.” –Peter Salovey and John Mayer
“Knowing and managing our own emotions and those of others for improved performance.” –Anthony Mersino, Emotional Intelligence for Project Managers, 2007
PRACTICAL PROJECT MANAGEMENT SECRETS
© Roan Associates 2012
Emotional Intelligence (EI) in PM
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The “Emotional Intelligence Framework for PM” includes:
• Self-awareness
• Self-management
• Social Awareness
• Relationship Management
• Team Leadership
SOURCE: Anthony Mersino, Emotional Intelligence for Project Managers, 2007
PRACTICAL PROJECT MANAGEMENT SECRETS
© Roan Associates 2012
Emotional Intelligence (EI) in PM can:
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Develop better relationships with team and stakeholders. Recognize and reduce emotional outbursts. Manage conflict and deal with difficult people. Leverage emotional intelligence information for better
decision-making. Improve communication. Create positive working environment and raise morale. Achieve shared project objectives to attract, inspire, and
motivate team members.
SOURCE: Anthony Mersino, Emotional Intelligence for Project Managers, 2007
PRACTICAL PROJECT MANAGEMENT SECRETS
© Roan Associates 2012
“Flex” Your Style and Show Some Muscle
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PRACTICAL PROJECT MANAGEMENT SECRETS
Find out who you are – Many assessment to do this
What is your personality “style?” – People Styles at Work is one assessment
By being flexible with interactions with others, you can build better relationships and achieve desired results
Determine your strengths and play to them – Strengths Finders is one assessment
Assess team member attributes – personalities, strengths, weaknesses, motivations, etc
Earn respect by paying attention to others’ styles and working with them instead of against them
Leverage the unique blend of team member attributes and abilities to most effectively and efficiently manage your projects
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“Flex” Your Style and Show Some Muscle
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PRACTICAL PROJECT MANAGEMENT SECRETS
What is Your Style?
© Roan Associates 2012
Communication is Not Just a Buzz Word
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PRACTICAL PROJECT MANAGEMENT SECRETS
Good communication skills top attribute for successful PMs
Development of communication map or network early in project very important
Need to know who, what, how, when, and frequency of communication and incorporate into plan
Face-to-face interactions very important for building relationships
Communicate early and often to team members and stakeholders on important project issues
Informing, updating, and reporting to stakeholders important to relaying issues and getting feedback - Stand up meetings good way to do this
© Roan Associates 2012
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How People Learn
FACT: Approximately 65 percent of the population are visual learners. FACT: The brain processes visual information
60,000x faster than text. FACT: 90 percent of information that comes to
the brain is visual. FACT: 40 percent of all nerve fibers connected to
the brain are linked to the retina.
Source: http://www.visualteachingalliance.com/
PRACTICAL PROJECT MANAGEMENT SECRETS
© Roan Associates 2012
Successful Projects Are “Happy” Projects
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PRACTICAL PROJECT MANAGEMENT SECRETS
Successful projects do not just use triple constraints as criteria – there are other “human” factors to consider
Is team still in tact when completed?
Do you feel a sense of accomplishment for a job well done?
Celebrate successful completion
Use of EI can help create a positive, harmonious atmosphere for team and result in better attitudes when done
Did you inspire, motivate, and encourage throughout project lifecycle?
A happy PM makes for happier team members
© Roan Associates 2012
Rewards Are Not Just for Dogs
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PRACTICAL PROJECT MANAGEMENT SECRETS
Reward team members throughout project lifecycle for accomplishments
Celebrate at end of project and take time to reflect before jumping back into new project
Rewards don’t have to be bonuses or stock options, they can be a pat on the back or public commendation
Give credit where credit is due
Use encouragement, inspiration, and motivation during project
Create a positive working environment
Use your EI to mitigate any emerging problems and commend those for improving
Use appropriate rewards and gear them to the individual – some people don’t like to be called out in front of others even if for rewards
© Roan Associates 2012
If You Open, You Must Close
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PRACTICAL PROJECT MANAGEMENT SECRETS
Most forgotten phase of a project
Important to document, gather up info, and file
Lessons Learned documented and added to file
Formal close-out from customer is required
Use check off sheets and lists to ensure everything is complete
Create any final reports, distribute info to appropriate parties, and finalize any required contract documentation
Celebrate completion
Good time to review overall project and debrief with project team and other stakeholders
Assess team member experience and look for self improvement as PM
© Roan Associates 2012
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PRACTICAL PROJECT MANAGEMENT POINTS TO PONDER
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Future of PM
Emotional Intelligence / Interpersonal Skills
Multi-Stakeholders / Governance by Committee
Collaboration
Accountability
PM as a Core Competency, not just a strategy
Sources: “The Future of Project Management”, Dr. Harold Kerzner, Article Published on Wednesday, November 25, 2009 on http://allpm.com Strategic Project Management Made Simple, Terry Schmidt, Wiley & Sons, 2009. The PMI website, www.pmi.org.
PRACTICAL PROJECT MANAGEMENT FUTURE?
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Future of PM
Unique Key Performance Indicators (KPIs) that are value-driven and not just based upon triple constraints Adaptive Management / Fluid PM Dashboard / Real-time Reporting
Sources: “The Future of Project Management”, Dr. Harold Kerzner, Article Published on Wednesday, November 25, 2009 on http://allpm.com Strategic Project Management Made Simple, Terry Schmidt, Wiley & Sons, 2009. The PMI website, www.pmi.org.
PRACTICAL PROJECT MANAGEMENT FUTURE?
© Roan Associates 2012
Points to Ponder
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Customer really is #1 – even in today’s world. Keep them involved and engaged in project.
Develop clear and achievable objectives agreed upon by all stakeholders before doing anything else.
Determine risks and plan for action.
Document, document, and document some more.
Communication is vital. Know who, when, and how. Communications Plan is one way to document.
Plan, plan, and plan some more. Use your plans but not as book ends.
Roles & responsibilities must be established early and everyone is aware of these. RAM is a tool that can help.
PRACTICAL PROJECT MANAGEMENT POINTS TO PONDER
© Roan Associates 2012
Points to Ponder
84
Prioritize features, components, phases, etc. Use priorities list when determining how to best allocate limited resources.
Anticipate and be prepared for CHANGE – it will happen.
Utilize your emotional intelligence (EI) to overcome challenges and challenge long-standing assumptions and beliefs that can hinder success.
Understand and manage stakeholder expectations, requirements, and needs.
Learn from past issues and mistakes – Lessons Learned are documented for a reason
Celebrate successes.
PRACTICAL PROJECT MANAGEMENT POINTS TO PONDER
© Roan Associates 2012
PRACTICAL PROJECT MANAGEMENT
Using the Best & Leaving the Rest
Presenter: Rodney Verhoeff, M.S. / PMP®
rodney.verhoeff@gmail.com / (402) 875-0597
Management Consultant with: Roan Associates Consulting
Nebraska ASQ Section – Summer Series
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June 21st, 2012 * 7:00 pm
Thank You!