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Designing Project Outcomes - Great Project Management Is About Everyone Else
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Transcript of Designing Project Outcomes - Great Project Management Is About Everyone Else
DESIGNING PROJECT OUTCOMES
Great Project Management Is About Everyone Else
PMI Northwest Regional RoundtableMay 18th , 2016
T. Hudson MillerPrincipal, The Management Reserve, LLC
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A Brief Introduction• Who? Me?
• The Management Reserve, LLC• Judicious use of project/program management techniques• Insightful application of lessons learned• Doing it right the first time• Focus on solving the problem not the symptom
May 18, 2016 © 2016 The Management Reserve, LLC
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Why are you here?• To hear about designing better project outcomes• Why are you really here?• Networking• PDU’s• Learn something new• Get out of the office• Socialize• Looking for a job
May 18, 2016 © 2016 The Management Reserve, LLC
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What’s our Job? • Initiate, Plan, Execute, Control, Close?• Personnel Management?• Systems Engineering?• Financial Delivery?
• >>Communication• “When it comes to project management, communication
takes up 90% of a project manager's time. – Joseph Phillips “
May 18, 2016 © 2016 The Management Reserve, LLC
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Then why is there so much stuff?
May 18, 2016 © 2016 The Management Reserve, LLC
Agile
Scrum
Spiral
Lean
Six Sigma
PMP
PMBOK
Waterfall
Kanban
Backlog
Project Plan
SOW
WBS
Project Charter
Preliminary Scope Statement
Configuration Management PlanScope Baseline
Schedule Baseline
Risk RegisterIssues Lists
Staffing Plan
Schedule Management Plan
Contract
Organizational Process Library
ECP
RFIs
Activity List
Milestone List
Cost Management Plan
Cost Baseline
Quality Management Plan
User Stories
Use Cases
Assumptions
Constraints
Communications Management Plan
Make or BuyEarned Value
Velocity
Sprint
Quality Metrics
Evaluation Criteria
Corrective Action ReportsProposals
Forecasts
Test Reports
Re-baselining
Techniques, Documents, Artifacts, Plans, …Do any ensure Project Success?
No
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Success is determined by others• Your Boss• His Boss• Your Peers• Your Support Staff• Your Customers• Their Customers
• Pretty much everyone you (and your project) comes in contact with
May 18, 2016 © 2016 The Management Reserve, LLC
Usually^
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Project Management…• Make a list – get it done• Too Simple? OK, how about
• Cost• Schedule• Scope• Performance (i.e.. Scope and Quality)
May 18, 2016 © 2016 The Management Reserve, LLC
Cost
Performance
Schedule
1 "The triad constraints" by I, John Manuel Kennedy T.. Licensed under CC BY-SA 3.0 via Commons - https://commons.wikimedia.org/wiki/File:The_triad_constraints.jpg#/media/File:The_triad_constraints.jpg
1
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Getting Back to Our Stakeholders…• Different Stakeholders = Different Perspectives
May 18, 2016 © 2016 The Management Reserve, LLC
SC
P
Leadership
C S
P
Project Team
C S
P
Customers
C S
P
Vendor Firms
CS
P
Vendor Staff
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Who’s involved in your project success?• Leadership• Contracting• Finance• Legal• End Users• Vendor and Vendor PM• Vendor Subcontractors and Trades• Engineering• Inspectors and Design Review Boards• Consultants
May 18, 2016 © 2016 The Management Reserve, LLC
Which one is Your
customer?
They All Are
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#RealityCheck• Question
• Have you ever had bad news reach someone before you had a chance to tell them yourself?
• Question• Have you ever had your superior confront you about something
you did (or didn’t do) with a complaint outside your department?
• Reality• Technology (email, texting, tweets, snapchat etc.) enables word to
pass faster than we can react.• = RUMINT (Rumor based Intel)
May 18, 2016 © 2016 The Management Reserve, LLC
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Designing Project Outcomes• Doing our “job” isn’t enough any more• Overcome with Organizational Processes• Seek the consistency of “routine”
• Because people effect our outcome• We must manage our job requirements• AND Stakeholder Communication
• Designing Project Outcomes = • Getting the Job Done AND• Putting our stakeholders in a position to brag about it
May 18, 2016 © 2016 The Management Reserve, LLC
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It’s all about the people• People define success• Stakeholder perception defines your project success
• ROI• Financial Improvements• Reduced Risk• Increased Performance/Effectiveness• Schedule and cost variance• Beauty
• So if people define our success, how do we incorporate that into our project?
May 18, 2016 © 2016 The Management Reserve, LLC
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What do you need from them?
May 18, 2016 © 2016 The Management Reserve, LLC
Stakeholders PM Needs to GetLeadership Mandate, EmpowermentContracting Vendors, Org. PolicyFinance Money, Accounting
Legal Constraints, Protection, Policy
Customers Requirements, Buy-in
Vendor & Vendor PM Action, Acumen, Execution
Vendor Subs & Trades Reassurance, Insight
Engineering Requirements, Solution Design
Inspectors and Review Boards Ancillary Requirements
Consultants Advice, support, insight
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What do they need from you?
May 18, 2016 © 2016 The Management Reserve, LLC
• PM Needs to GiveStakeholders PM Needs to GiveLeadership Reassurance, Insight, StatusContracting Requirements, Feedback, StatusFinance Forecasts, Status
Legal Compliance
Customers Status, Instructions, Training
Vendor & Vendor PM Feedback, work approval, support
Vendor Subs & Trades Feedback, Presence
Engineering Feedback, as-built’s, test data
Inspectors/Review Boards Test/Acceptance Documentation
Consultants Direction, Needs, Requests
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What do they really need from you?
May 18, 2016 © 2016 The Management Reserve, LLC
Stakeholders PM Needs to GiveLeadershipContractingFinance
Legal
Customers
Vendor & Vendor PM
Vendor Subs & Trades
Engineering
Other Organizations
Consultants
Ask/Find Out
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Time to visit the toolbox• Once you understand what your stakeholders need to
make sure they are successful• Pick only essential tools and elaborate as necessary• Favor interaction over documentation• Favor demonstration over specification
• Modeling, mockups, and “photo collage's”
May 18, 2016 © 2016 The Management Reserve, LLC
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Select tools that work for your situation
May 18, 2016 © 2016 The Management Reserve, LLC
Rolling Wave Planning
Configuration Management Plan
Issues Lists
ContractAssumptions
Constraints
Communications Management Plan
Earned Value
Quality Metrics
Evaluation Criteria
Proposals
Forecasts
Test Reports
Re-baselining
IPT’s
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Test and assess how it’s working• How are they communicating to you?• How do they receive information?
• Does it work?
• Can you leverage it?
May 18, 2016 © 2016 The Management Reserve, LLC
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Communication• Communication is the most effective tool within our control
• Who, what, when, how, and why we choose to communicate will be the most significant factor in project outcome
• Let communication needs prescribe the projects processes, documents, & artifacts
• Project Management (hence) Communication is a contact sport
May 18, 2016 © 2016 The Management Reserve, LLC
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Often Missed Communication Opportunities
• Inspector/Review Board involvement in planning• Vendor involvement in SOW and Contract Design• Review of proposed CER’s against past performance• Executive involvement in progress updates• Impact of referenced documents in solicitation• Understanding of assumptions and constraints• Weak requirements elicitation and analysis• Low contract agility, poor cash flow • Un-contextualized legalese
May 18, 2016 © 2016 The Management Reserve, LLC
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Designing Outcome In Action
• T-AGOS 23• 9 years in construction• 3 shipyards• Stakeholders:
• NAVSEA, Mission Owner, MSC, USCG, Ships Company, Shipyard, Support Contractors
• Objective: Get a COI, complete the mission
May 18, 2016 © 2016 The Management Reserve, LLC
1
1 USNS Impeccable (T-AGOS-23), https://en.wikipedia.org/w/index.php?title=USNS_Impeccable_(T-AGOS-23)&oldid=675089140 (last visited Sept. 15, 2015).
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The “real” Need’s
May 18, 2016 © 2016 The Management Reserve, LLC
Desired Outcome ApproachSatisfy all stakeholders such that they can claim success
Interviewed to obtain must haves/must knows and agreed to communication format and schedule
Complete deficiencies to the point remaining issues could be addressed by ships company (get a COI)
Made a list of EVERYTHING – prioritized and disseminated. Collaborated with USCG on must remedy issues to obtain COI, focused trades on these items only
Maintain project inertia, complete on schedule
Chunked schedule into small portions to demonstrate progress. Doubled schedule and cost estimates.
Do not exceed emergency funding assignment
Fenced COI funding, assigned remaining budget to ships crew’s biggest issues
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The outcomes we’re shooting for
May 18, 2016 © 2016 The Management Reserve, LLC
Stakeholders Positive Outcomes…Leadership Political Success – completion on time
and on/under budgetContracting Minimal Change orders, expeditious
resolutionFinance Accurate and Validated reports
Legal No litigation, mediation, or risk
Customers Functionality, Anxious Anticipation
Vendor & Vendor PM Profitability, Credibility
Vendor Subs & Trades Profitability, growth
Engineering Credibility, timeliness
Inspectors/Review Boards Conformance, Inclusion
Consultants Credibility, Referrals
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The Management Reserve, LLC• We help companies reduce cost and risk by coaching
teams to focus only on deploying approaches which enable project success
• Roles:• Teambuilding and Communication• Enabling More Useful Project Reviews• Troubleshooting Project Performance• Tailoring Process• Emergency Management Augmentation
May 18, 2016 © 2016 The Management Reserve, LLC
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Diagram
May 18, 2016 © 2016 The Management Reserve, LLC
As IsTo Be
Node Ex. Meaning
Shape Department, Level, Role
Shape Size I/O
Shape Color Status/Health
Shape Outline Color Perception/Interface Health
Arrow Direction Communication Flow
Arrow Style Communication Type
Arrow Color Communication Effectiveness