Failure Proofing Projects - PMI Northern Utah...

© AVR Associates, Ltd. 2015

www.avrassociates.com 1

Failure Proofing Projects

Northern Utah Chapter

Professional Development

Conference

May 13, 2015

© AVR Associates, Ltd. 2015 www.avrassociates.com 2

Instructor Profile: Dave Dirks Experience:

AVR Associates, Ltd., • Principal

Xerox • Executive Consultant/Program Manager

Quanterra • CIO/VP IT

Corning Glass Works • Manager IT Planning and Technology

Assessment

• Manager End User Service

• CIM; Manager Engineering and

Manufacturing Info Systems

• Machine Shop: Automation Manager

Education: • BA Political Science

• BA Manufacturing and Industrial Engineering

• Project Management Professional (PMP)

• Six Sigma Master Black Belt

Contact Information:

• [email protected]

• 303-520-3342


WORKSHOP OBJECTIVES

• Discuss how to recognize signs of possible

Project Failure

• Review and discuss some tools and

techniques that help “Failure Proof”

projects

• Internalize behaviors, tools and

techniques which lead to success.


The “Dilbert Perspective”


Assumptions

• The goal of this discussion is NOT the

PMBOK. This is about what it really takes

to manage a project.

• EVERYONE has failed to some degree.

Fault is not the issue. What you have

learned is the issue.

• Discussion and sharing will make this a

much better workshop.


QUESTION

• How many of you have been involved with

very successful projects?

• How many of you have been involved in

an unsuccessful project?


FAILURE PROOFING PROJECTS

Hypothesis:

• Project Failure is a choice

• More specifically, it is the result of a series of choices related to:

– Organizational commitment

– Allocation of the correct/adequate resources

– The creation of an environment of open, honest dialog and fact based decision making

– A commitment to do the right thing


FAILURE PROOFING PROJECTS

• If you agree with the hypothesis, where

does the responsibility lie?

– Management

– Project Managers

– Everyone

• If you don’t agree with the hypothesis,

why do projects fail?


COST OF FAILURE

• Funding

– In a 15% margin business, to generate $1,000,000 for

a project requires $6,666,666 in sales

• Other Costs???

• Is there value in failure?


IMPACTS OF FAILURE

• Lost opportunity

• Lost money

• Diminished reputation of Project Manager

• Diminished reputation of Company -

Organizaton

• Lowered willingness to take chances

• Potential business failure


SIGNIFICANT VERSUS SUFFICIENT


KEY TO SUCCESS

SIGNIFICANT

Individual Programs

Sufficient

Integrated Approach

Manage by Fact

Lean-Six Sigma

Management of Change

Project Management

Portfolio

Management


PROJECT MANAGEMENT AREAS OF

FOCUS • Project Management

– Discipline

– Methodology

– Support

• Manage by Fact: y = f(x)

• Portfolio Management

– Concentrate resources

– Focus on needs of the business

• Management of Change


MANAGE BY FACT

• Lean, Six Sigma

• Insisting on proof rather than “legend and

lore”


DATA

vs.

NUH UH


THE ANALYTICAL SPECTRUM

Analytical Spectrum

Data & Statistics



Analytical Spectrum

Data ‘ish Data & Statistics



Analytical Spectrum

Nuh-uh Data ‘ish Data & Statistics



• The power of unjustified certainty

• The quality of the argument

• Where do you go when you have no data?

• The goal is to become “reality driven”

Analytical Spectrum

Nuh-uh Data ‘ish Data & Statistics


DATA & STATISTICS

• Pareto

• Histograms

• Regression Analysis

• Statistical Process Control

• Things based on observable, repeatable,

demonstrable information

• Provable relationships


DATA ‘ISH

• Decision matrix

• Nominal group technique

• Fishbone Diagrams

• Failure Mode and Effects Analysis (FMEA)

• Kepner Tregoe

• Weighted voting methods

• The power here is in the building of consensus,

not the quality of the analysis


NUH - UH

• Unjustified or unsupported certainty

• Juxtaposition versus relationship

(correlation versus causation)

• I just don’t think that’s right

• The “devil’s advocate”

• We’ve looked this before and that’s not

how it is

• I don’t believe you


ONE THING TO REMEMBER

y = f(x) y is a function of x

y (output) is a function of x (input)

The only way to get “y” where you

need it is to understand, manage

and control “x”


PORTFOLIO MANAGEMENT

• Purposeful allocation of project resources

to meet specific business goals.

– Management planning

– Tracking

– Accountability

• The alternative: “Go Forth, Do Good,

Avoid Evil, Make Money”


MANAGEMENT OF CHANGE

• What is it?

• How important?

• How often is it done well?

• ??????


PMBOK

KNOWLEDGE AREAS • Project Integration

• Scope Management

• Time Management

• Cost Management

• Quality Management

• Human Resource

Management

• Communications

Management

• Risk Management

• Procurement

Management

• Stakeholder

Management

PMBOK = Project Management Body of Knowledge


D2 Topic Areas

“Failure Proofing Projects” • Why Projects Fail

• Project Management

• Corporate Diplomacy

• Managing Objectives

• Team Management

• User involvement

• Project Sponsor Mgmt

• Stakeholder

Management

• Management Oversight

• Management of Change

• Communications

• Specifications

• Development

• Review Processes

• Training

• Rollout Planning

• Layered Support Model

• Contracting



DISCUSSION


Why Projects Fail

• “It can’t be THAT difficult!”

• “It can’t cost THAT much!”

• People are talking but no one is REALLY listening

• Hard s&!# is hard. There are few shortcuts

• Fundamentally it is a failure of management: project & business


HOW TO RECOGNIZE IMPENDING

FAILURE

• Individually, write down factors that

would signal to you that a project is in

trouble.


HOW TO RECOGNIZE IMPENDING

FAILURE

• Class discussion on tell tale signs?

• Map to:

– Communication

– Organizational commitment

– Decision making

– Involvement (mgmt, team, receivers)

– Deviation from plan

– Spec ooze


YOU SENSE FAILURE – NOW WHAT?

• Discuss – if you are the PM, what is at stake

– You bet your job, career, company

• What is management expecting

– PM and the Alpha Wolf (Andy Crowe)

– Who knows the most

• Class discussion

– Communications techniques

– Corporate diplomacy

– Tips and Techniques


PROJECT MANAGMENT


PROJECT MANAGEMENT: • NOT functional management

• NOT a cheerleader for the system

• Manage for time, cost and functionality

• Actively deal with risk management

• High level enough to have access to senior management (within the context of your project)

• Senior enough to have credibility

• More PM skill than SME

• Authority to get the work done

• Mastery of “soft skills”

• “Leadership”


PROJECT MANAGEMENT 2:

• Organizational placement – Functional has access to resources, but may not be

able resolve issues

– Large project, should report to Executive Sponsor or Executive Steering Committee

– Report to level appropriate to resolve issues and remove barriers.

• Energy behind communications – Kick-off meeting

– Reviews

– Information Repositories

– Linking People and Personalities


PROJECT MANAGEMENT

• Roles: When should you be what? – Facilitator

– Super Worker

• Areas of Practice: – Communicator

– Psychologist

– Ethicist

– Entertainer

– Politician

– Leader


PROJECT MANAGEMENT

• Is Project Management:

– A set of tasks?

– A career?

– A necessary management skill?


SO THE SILVER BULLET

• Does not exist!

• The secret to success is for everyone to

do their job. The Project Manager must

be the energy behind the scene to ensure

the work gets done right.

• Remember where the spotlight shines

when failure does occur.


CORPORATE DIPLOMACY


CORPORATE DIPLOMACY :

• It’s not politics, it’s how work gets done

• You bet your job/career/company

• Whose project is it?

– Who is identified as “THE PM”

– What sort of “corporate memory” are you dealing

with

– If you are “IT”, realize the stakes and act accordingly

– Andy Crowe, “The Alpha Project Manager”

– Grace Hopper


GRACE HOPPER

• Grace Hopper (1906-1992) She graduated at age 22, Phi Beta Kappa from Vassar College, went on to attend Yale University earning an MA in Mathematics and Physics and a PhD in Mathematics in 1934. In 1943 she joined the Naval Reserve and is credited with being a co-author of the COBOL programming language because she “couldn’t balance her checkbook”. In 1985 by a special act of Congress she was promoted to the rank of Rear Admiral in the US Navy. She was a unique person in US history and an example of a great Project Manager.


CORPORATE DIPLOMACY 2:

• Your personal capital is your most precious

possession. Spend it wisely. Accumulate more

by delivering (Oh Shoot : Atta girl/boy)

• DON’T hide – MANAGEMENT HATES SURPRISES!!!

– Problems – state issue, ALWAYS have an intended

course of action. If you ask for input, you’ll get it.

You may not like the results.

– If you need help, ask for exactly what you need and

why. The goal of management is to give you those

things you need to succeed. Use them correctly.


CORPORATE DIPLOMACY 3:

• Any negatives – you take the hit publicly

• If there are issues, work them behind the scenes

• GOAL: never go into a situation where you have

not pre-wired the outcome

• Look for opportunities for meaningful, positive

recognition

• The larger the effort the greater the need for

MBWA


CORPORATE DIPLOMACY 4

• Speaking truth to power

– What are the stakes?

– What are the possible consequences?

– Crafting the message

– How to deliver

– Individual versus group meeting


MANAGING UP

• Getting those above you to work on your agenda

• “My job is to make my boss look good”

• In their terms, what’s in it for them

• Be specific, pre-wire but be willing to modify

• No whining, ALWAYS be professional and consistent


PROJECT SPONSOR MANAGEMENT


PROJECT SPONSORS

• The Project Sponsor is the executive in whose

organization the work is being done or who is

most responsible for the overall effort.

• Play a key role in determining project success.

• The Project Manager and Project Sponsor must

work together on many tasks.

• Provide link from project team to Executive

levels


STAKEHOLDER MANAGEMENT

• Name

• Position/responsibility

• Professional interest

• Personal interest

• Personality

• Your relationship

• Key allies

• Positives

• negatives

• How to communicate

with them

• Who can talk to them

• How does project relate

to them


SHARED RESPONSIBILITIES

• Scope definition

• Specifications

• Change Management Protocol

• Plans match budget and time constraints

• Appropriate representation of all parts of the organization

• Adequate review processes

• Adequate training and testing programs

• Good relationships with suppliers and vendors


PROJECT SPONSOR

Unique Responsibilities • Removing barriers to

success

• Be the public voice of

the criticality of the

project

• Ensuring integration

to the rest of the

organization

• Positional Credibility

• Ensuring truth in all

discussions

• Creating the

environment for open

honest

communication

• Facilitating

productive problem

solving


PROJECT SPONSOR

Typical Areas for Improvement

• Must be proactive and involved

• Create the right environment for

communication and problem solving

• Help in project management issues, if not

experienced, get outside experience

• Do those things which only the Project

Sponsor can do


PROJECT SPONSOR

Successful Characteristics • Be proactive

• Be interested in the

process

• Be committed to getting

the work done right

• Understand unique role

in creating a healthy

environment

• Be sensitive to the needs

of the project team

• Demands facts, not

rumor, hearsay

• Integrate details into the

overall strategy

• Get to “truth” without

fear and intimidation

• Integrate from multiple

sources and inputs to

provide the complete

picture


MANAGEMENT OVERSIGHT


MANAGEMENT OVERSIGHT :

• Team and management MUST be able to

have collaborative and open dialog

– Bring up and discuss issues without fear

– Commit to being absolutely honest

– Come with well thought out solutions and

requirements – not just issues

– Be realistic and sensitive – in both directions


MANAGEMENT OVERSIGHT 2:

• Executive Steering Committee Behavior: – Actively listen to the needs of the Team

– Probe for completeness, understanding and commitment

– Provide helpful, supportive, guidance and help

– Make sure the needs of the enterprise continue to be met

– Act only when you have the facts – not assumptions and prejudices

– Be actively involved – not a rubber stamp

– PM should negotiate a performance agreement around the items listed above



• Executive Steering Committee

– Should include:

• User leaders & staff

• Functional leaders

• Development staff leaders

• Project Management



• ESC critical tasks – Attend key meetings (kick-off, training) provide real, visible

support

– Provide a venue for escalation

– Eliminate barriers

– Ensure adequate funding

– Ensure appropriate staffing

– Definition of essential business goals and objectives

– Support for change

– Training

– Making tough decisions

– Establish and maintain environment for productive dialog, NOT fear and intimidation


GAINING MANAGEMENT COMMITMENT

• Communicate in their terms

• Lessons from Six Sigma – DMAIC

– Training on Roles and Responsibilities

– Public Reviews and Commitment

• Kick off meetings – RACI Diagram (Responsible, Accountable, Consulted, Informed)

– Public Commitment to Tasks & Behaviors

• Executive Steering Committees – Set the overall tone and environment

– Solutions to intractable problems

– Long Range planning and implications

– Plan and pre-wire


GAINING MANAGEMENT

COMMITMENT2

• Training for Sponsors & Executives – Specific training in their unique roles and

responsibilities

• Closed door sessions – “Heart to Heart”

– Use of mentors or friendly champions

• Outside expertise – Third party impartial help

– Audit and advise

– Train and mentor


TALKING TRUTH TO POWER

• Be confident, professional and prepared

• Make sure of your facts

• Be specific

• Issues not people or personalities

• Have a clear idea of the outcome you are trying to achieve

• DO NOT do it as a reaction

• Consider risk and rewards

• Goal is diplomatic discussion, not war


COMMUNICATIONS


Goals of Communication

• Build rapport with individual or group

• Elicit information

• Provide information

• Test the waters

• Ask for assistance or guidance

• Get a decision

• Resolve a problem

• Have a general discussion

Do all of these

work with the

same method?


Characteristics of “Good”

Communication • Occurs face to face

• Real dialog: – Active listening –> strive to understand

– Focus on ideas not personalities

• Clear and concise

• Don’t “flog the moribund equine”

• Both parties share understanding of what was said and agreed upon

• There is a shared recollection, perhaps written, perhaps not, depending on nature of communication

• Trust exists between the parties


Communications Summary

• How you communicate is nearly as

important as what you communicate

• Pick the right method for each person and

each message

• Use each method to its best advantage

• How well you do this will, as much as

anything, determine your overall success.

• Attention to detail is vital



• What is it?

• What are the essential goals?

– Agreement versus Buy-in

– Positive Proactive versus Negative Inactivity

– Local ownership

• Is there a delta between how much effort

IS expended and how much SHOULD BE

expended?



• Tools and techniques – Communications

– Involvement (up and down)

– Sensitivity to issues of individuals and groups

– Honesty

– Openness

– Practicality

– Valuing involvement and input

– Accept good ideas from any source, recognize and encourage


SUMMARY

• Failure is a choice!

• There are no silver bullets!

• It is the responsibility of EVERYONE!

• The Project Manager must provide the energy to

drive the process!

• At the end of the day, management must accept

and complete the tasks only they can perform.

• It’s YOUR world: MAKE it work



Dave Dirks

[email protected]

303.520.3342

QUESTIONS & DISCUSSION

mailto:[email protected]


THE ELEPHANT IN THE ROOM

• The role of management – Supporting the project

– Providing decision making and problem resolution

• How much are you willing to risk – You perform best when you have no fear of being

fired – should this be your attitude?

• Confronting difficult topics – Calm assertive

– Data, fact driven

– Professional

– No whining, just winning

Failure Proofing Projects - PMI Northern Utah...

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