Tonight's Program

Lessons Learned LDennis Carnignan, PMP

April 17, 2017

Locating talent for Maine based companies from

across the street and across the country since 1994!

www.psicareers.com

Thank you for letting us use your

facility tonight at no cost to the

PMI Maine Chapter!

Position Board Member

President Barb Truitt

Past President Patrick Quinn

Secretary Marty Milot

Director of Programs & Sponsors Phil Arena

Director of Membership John Holland

Treasurer Doug Wilson

Director of Marketing Steve MacIsaac

Director of Technology John Branscombe

Director of Education Melinda Barnes

Director at Large Venkatesh Joshi

Your PMI Maine Board of Directors

• Grow new membership

– Extend participation into the Augusta & Bangor areas• Heat Map by Zip code, ID venues, Discussing frequency of

meetings

• Retain & Engage Members: 400 by Year End

– Improve communication • e-Newsletter starting back up – 4/2/18 1st edition

• Social media opportunities – Identified & planning with Sergei’s help

• Social events – Discussions with other chapters. Will reach out to membership by survey

– Virtual meeting locations – researching best options

– Volunteer opportunities – Identified & asking

BOD Q1 Work

• Event Set up and/or clean up

• Event Registration

• eNewsletter Item (short article, poem, joke, story, spotlight, picture, article you read etc.)

• Present idea to the BOD or the membership

• Event Planning

• Surveys

• Website help

• Marketing

• PDD planning

• Photography

• Social Media support

• Determine Door prizes

• Design signs

• Be a greeter

• Networking facilitator

• Data analysis (surveys, membership, etc)

• Benchmark with other Chapters

• Work with a BOD member

Professional Growth

Skill Building & Sharing

PDUs

Upcoming Events

Date Topic Speaker

May

Agility: 3 Different

Perspectives…Part II(Requested repeat by

attendees)

Miljan Bajic

John Houser

Phil Arena

June

September Working on a Brewery Tour

Chapter Growth

• New Members since 3/15• Elizabeth Klausner

• Jeff Douglas

• Heidi Shingleton

• Cheryl Norton

• Anne Reese

• Dean Martin

• Scott Sloan

• Peter Gagne

• Aaron Joyal

• Nichole Sukeforth

• Mary Clews

• James Barbour

• Cindy Nesbit

• Suzanne Johnson

• Nancy Miller

• Certifications since 2/15

– Debra Arrington, PMP

– Meghan Darlinton, PMP

– Jeff Douglas, PMP

– Deborah Duffy, PMI-ACP

– Benjamin Hall, PMP

– Timothy Killiard, PMP

– Angela Lawton, PMP

– Cheryl Norton, PMP

– Schelene Shevchenko, PMP

– Kelly Wach, PMP

– Dianne White, PMP

Members Renewed since 3/15/18

THANK YOU !

• Carol Boden

• Robert McGowan

• Leigh Wilkinson

• Bruce McIntyre

• John Zastrow

• Darrel Speed

• Gordon Autry

• Jacob Bickham

• Shawn Hennessy

• John Snowden

• Kathy McLain

• J Dansereau

• Sharon Bradbury

• Roberta Bryer-King

• Vishal Verma

• Belinda Marston

• Paula Weber

Ideas/Comments/Suggestions ?

Contact any of our Board of Directors

listed at the bottom of the PMI Maine

website

www.pmimaine.org

We truly want to hear form you.

This is your chapter, let’s make it a fun

and educational one!!

Lessons Learned

Dennis Carignan

New England Services Organization

neso0608@gmail.com

207 5905669

Experience

• Forty years project management experience

• Federal Procurement

• Banking

• Manufacturing

• Training

• Teaching• Armed Forces Institute of Technology – Sys Acquisition

• Maine Maritime Academy – Econ – Communications

• UNE Continuing Ed. – Project Management

• General Dynamics – Project Management

Lessons Learned

• Four projects

• Two large – real estate & manufacturing

• Two Small – banking

• Four aspects

• Background

• Process

• Issues

• Lessons learned

• Which PMI processes do they impact?

• What else?

Ritz Carlton Towers

• Location: Boston Mass

• Developer:

• Millennium Partners/MDA

– 75 Arlington St., Boston, MA 02116

• Uses:

– Hotel: 193 Luxury Apartments

– Retail: 50,000 sq. Ft.

– Residential: 304 Luxury Condos -63 extended stay apartments

– Entertainment: 19 Screen Loews Theatre

– Recreation: 100,000 sq. ft. sports fitness center

– Parking: 1100 spaces

– Acreage: 2 acres – urban

• Total cost: $515 million

Lessons Learned

• Strong relationships with city officials, contractors and other stakeholders are vital

• Quality development results from a singular vision which is communicated through the best team possible

• Developers need strong project managers to control the process, especially during construction phase

• Project managers need to know what’s going on within an organization – two way communications

Ritz Carlton Towers

Ritz Carlton Towers

Lessons Learned (cont.)

• A good precedent and past success helps to sell the vision internally

• Sell community lifestyle rather than baths and kitchens. The concept of Ritz was perceived well before prospects viewed the units

• As market conditions change, respond accordingly and be able to re-negotiate with finance partners.

Bath Iron Works

Has built over 200 ships in the last 200 years.

Navy ships are their bread and butter

1970’s/ 1980’s – building Frigates and Cruisers with 12,000

people

1990’s/ 2000’s – building Arleigh Burke & Zumwalt Class

Destroyers with 7,000 people

Bath Iron Works Story

History• 1980’s: Merged with Congoleum

(in the 1970’s) and was subject to a major leveraged buyout by Prudential and other insurers

– No shipbuilding experience

– Company stayed over cost and behind schedule

– Competitors threatened

• 1990’s General Dynamics Buys Company

– Allows independent operation subject to criteria

– Encourages structure

– Makes major investment in efficiency

CG 60 Ticonderoga Class Guided Missile Cruiser

Bath Iron Works Story

• In re-making the company several issues evolved:– Lack of long term strategic

plan

– Smaller supporting efforts were failing as the company operated in a silo environment

– Focus was on tried and true shipbuilding methods

– Shipbuilding process was outdated

– Navy saw company as non-responsive to its customer

DDG 51 Arleigh Burke Class

DDG 1000 Zumwalt Class

Bath Iron Works Story

• Emergent Strategy;– Broaden sales opportunities

– Implement continuous process improvement

– Focus on profit making efforts

• Resultant Program– Capture Planning Yard for

DDG’s

– Consolidate and revise approach to production

– Use project management to re-make all processes

Ultrahall Unit assembly -2007

Bath Iron Works StoryProduction processes makeover

• Train 350 Production Supervisors in PM – Tradesmen do analysis

– Implement on land level platform

– 18 month to 2 year cycle

• PM plan– Mini charter – Concept, $, Time

– Spaghetti map

– Identify savings – cost/benefit

– Reward success –• Days off

• Cookouts served by directors

• Recognition

Every production process

made over

Bath Iron Works Story

• Lessons Learned:

– Think outside the box for markets

– Invest to modernize

– Build process improvements from the bottom up

– Adopt successful approaches

– Integrate efforts of departments

– Acknowledge results

– Iterate projects to achieve continuous improvement

Land Level Shipbuilding

Bath Iron Works Story

Process is alive and well at BIW

5,800 Employees Ideas

3,840 Process improvements

Continuous process

Improvement has become

Part of the company culture

Peoples Heritage Bank

Maine Bank

• History: – 1869 Penobscot Savings –

Bangor

– 1985 – became Peoples Heritage Savings Bank

– 2002 – Bought out by Bank North

– 2008 – Became TD Bank North

• 1988 – Largest “Maine” bank in state– Operating costs $ 500,000 over

budget –June 1988

– Wanted a cost accounting system

Main Office 1988

Peoples Heritage Bank

Challenges

• Organization boundaries blurry

• Lots of data

• Some GL accounts needed to

be allocated

• Branches dependent on front

office

• No IT group

• Limited budget

Peoples Heritage Bank

• Strong support from CEO, VP Finance, Controller

• Bank wide communication forums existed

• Mainframe GL accounting included a cost accounting module

• PM responsible for Accounts Payable and Fed Reserve

Reporting

• Advantages

Peoples Heritage Bank

• Process

– Purchased off line laptop (download/upload)

– Individual cost center manager interviews

– Monthly branch manager meetings

– Profit and Loss for each cost center (Dept’s & Branches)

– Modeled allocations after fed reserve data

Peoples Heritage Bank

• Lessons Learned

– Empower people and process

– Broadcast to train (where, when, why and how)

– Use existing infrastructure

– Look for collateral opportunities

– Simplify for sustainability

– Recognize success

Small Local bank

Automate Commercial Loans

• Could not complete projects

– needed to automate commercial loans

– no project management expertise

– no internal development IT resources

– resources wasted on failed projects

• Charter work done

– benchmarked other banks

– purchase off the shelf module (cots)

– hire a project facilitator

– needed within six months

Automate Commercial Loans

Benefits desired

• more consistent process

• reduction of manual labor

• better data for market

analysis

Situation

• 15 part time resources

• some tools available

• project champions

empowered

• project team “gun shy”

• 3 organizations in 3 different

states involved (20 to 30

people)

– Bank people

– Software vender

– Subcontractor (dynamic documents)

Automate Commercial Loans

• Plan

– Use select people involved commercial loans to do project

– COTS vendor drives schedule

– Weekly progress meetings over phone/internet link

– Develop a PM architecture and train team

– Link MS Project 13 to Outlook thru SharePoint for schedule

– Integrate efforts of bank personnel, cots vendor and subcontractor.

– Use automated tasking through Outlook

– Mirror data repository to WBS

– Department head sign offs at critical milestones

Automate Commercial Loans

• Level III WBS Tasks– Project initiation

– Project Analysis Phase

– Data Gathering / System Configuration

– Document Review & Approval

– FIS Receipt of Documentation & Beginning of Coding

– Training

– FIS Requirements Completion

– System Integration & Test

– User Acceptance Tests

– Implementation/Introduction to Client Services

– Project Closeout

– Project completion

• Project Tasking sent by e-mail/statused by e-mail – automatically linked to Project

• Status reports used directly from Project

File Directory in SharePoint

Automate Commercial Loans

• Lessons Learned

– Penetrate organization

– Create PM architecture (WBS) & train team

– Work process over PM process

– Analyze trend data to anticipate problems

• Corrective action “face to face” - training

– Intervene and elevate problems

– Department head sign off

– Analyze schedule (Trade time for quality)

– Off site initialization

Applying Lessons Learned

• We have talked about 28 lessons – Now we will break up into four groups – by the cases we looked at

– Each group will:• Write each lesson number on the correct color sticker

• Identify where in the PM most important processes the lessons learned would impact their project

• Then place a sticker on the blank chart at the intersection of the “Step” and “Knowledge Area” it impacts.

Orange = Ritz Green = BIW

Yellow = Peoples Heritage Pink = Small local bank

Each group has two extra stickers for each color where steps/knowledge areas may overlap.

Finally, write on the blank chart one or more of the lessons learned they have discovered while doing a project.

• Then let’s see if we learn anything.

Six Ways to End a Project Which way have your Projects Ended ?

1. Declare the project a failure and identify why

2. Suggest that the objectives have changed so much that the project

should be started over

3. Recommend that the project be tabled, and identify what must change

before the project can be reactivated

4. Declare the project successfully completed, except for specific tasks, or

particular objectives not met. Identify steps needed to complete tasks.

5. Declare the project successfully completed & demonstrate that the

objectives have been fully met

6. Complete project documentation, declare the project to be completed,

and participate in the project evaluation