The key to a Successful Outcome in Necrotizing Soft - medIND
Readjusting Project Dynamics for a Successful Outcome
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Transcript of Readjusting Project Dynamics for a Successful Outcome
Readjusting Project Dynamics for a Successful Outcome
Dan WilliamsDirector, Project Consulting
April 2012
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Averting Disaster
We’ve all been involved with a project that was in trouble. How do you fix it? Where do you start? How do you avoid
disaster?
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Why you Should Care We should be involved in QA, not just testing We are sometimes the only advocate for the
customer We need to recognize that QA is integral to the
larger project ecosystem We must be solution oriented not focused on the
problem Having a “global” view will enhance your career
path
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The Project
The project was implementing a new enterprise management tool integrated with several third party vendors and customized to meet our specific business needs.
The PM lost stakeholder support and confidence; placing the project in danger
Issues were many, including:
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Issues Incomplete and missing requirements
Assumptions rather than facts Incomplete notes from meetings No follow-up with stakeholders Requirements gathering excluded entire groups Incorrect, incomplete and unclear data mapping Lack of information architecture
Requirements based on incorrect premises What do you want, not what do you need Copy of what was already in place Effort not boxed
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Issues Part 2
No Formal Test Plan Migration testing: spot checking by PM and one developer Integration testing (smoke test at cutover) Third-party functionality – spot checking by stakeholders Functionality testing – developers, self-directed UAT Pick up the pieces after conversion
No vendor coordination Project behind schedule Negative earned value Documentation and training duties assigned
Unclear expectations Poor knowledge transfer
Reporting was an afterthought
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Issues Part 3
Project manager Didn’t listen Talked over people Ignored stakeholder concerns Antagonistic relationship with coworkers Insulated team from stakeholders, SMEs,
and vendors– Little to no interaction– All project knowledge centered in PM
Development team didn’t understand priorities Stakeholders didn’t have good feel for project status Fragmented team – portion of team working on
unproductive tasks
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What Determines Whether a Project will be Successful?
What do you think of your team’s execution?
“I’m in favor of it!”John Mckay
Tampa Bay Bucs Coach1976
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Project Success / Challenge Factors
Project Success % ofFactors Responses
User Involvement 15.9%
Executive Management 13.9%Support
Clear Statement of 13.0%Requirements
Proper Planning 9.6%
Realistic Expectations 8.2%
Smaller Project Milestones 7.7%
Competent Staff 7.2%
Ownership 5.3%
Clear Vision & Objectives 2.9%
Hard-Working, 2.4%Focused Staff
Project Challenge % ofFactors Responses
Lack of User Input 12.8%
Incomplete Requirements 12.3%& Specifications
Changing Requirements 11.8%& Specifications
Lack of Executive Support 7.5%
Technology Incompetence 7.0%
Lack of Resources 6.4%
Unrealistic Expectations 5.9%
Unclear Objectives 5.3%
Unrealistic Time Frames 4.3%
New Technology 3.7%
Chaos Report – Standish Group
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Project Success / Challenge Factors
Project Success % ofFactors Responses
User Involvement 15.9%
Executive Management 13.9%Support
Clear Statement of 13.0%Requirements
Proper Planning 9.6%
Realistic Expectations 8.2%
Smaller Project Milestones 7.7%
Competent Staff 7.2%
Ownership 5.3%
Clear Vision & Objectives 2.9%
Hard-Working, 2.4% Focused Staff
Project Challenge % ofFactors Responses
Lack of User Input 12.8%
Incomplete Requirements 12.3%& Specifications
Changing Requirements 11.8%& Specifications
Lack of Executive Support 7.5%
Technology Incompetence 7.0%
Lack of Resources 6.4%
Unrealistic Expectations 5.9%
Unclear Objectives 5.3%
Unrealistic Time Frames 4.3%
New Technology 3.7%
Chaos Report – Standish Group
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Open the lines of Communication Engage the stakeholders
Make them part of the team Develop project excitement
Clearly communicate project news Newsletter Updated schedule Generate support and excitement
Be open and realistic about project status
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Baseline the Project
Assess current progress and risks Identify known gaps Identify areas needing further investigation Prioritize areas and tasks
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Divide and Conquer
Assign area owners with clear, measurable objectives
Collaborate Coordinate Report Follow-through
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Go Back to the Beginning
Gather/Reaffirm/Clarify requirements Rebuild trust with Stakeholders
Keep meetings focused and effective They need to know their time and opinions matter They need to know they are heard They must know you care Point out the results of their input
Replace faces where necessary
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Triage and Scheduling
Triage Evaluate critical path and overall timeline Evaluate dependencies – especially external Label items for sign-off, hot-fix, and future Push out or eliminate unnecessary items
Adjust schedule if necessary Communicate schedule issues immediately Do it once, do it right
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Get to Work
Prepare the team for tough work Plan for a regular schedule but be ready to do what is
necessary 80/20 rule
Focus efforts on key areas that provide the most value Deal with the rest as time permits
Involve users in testing and acceptance Recognize time criticality of efforts
What is required for signoff What can be done after code freeze What can be a hot fix
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Win Them Over with Support
Be there Be knowledgeable Be responsive Be good
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Allow for Future Phases
Deal with cut/delayed functionality Align with proper requirements Adjust for stakeholder/user misrepresentation of
needs Bug fixes
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Project Recovery Summary Open lines of communication Assess Risks Prioritize Divide and conquer Rebuild trust Go back to the beginning (requirements) Triage Cut/push out non-essential areas Adjust schedule if necessary 80/20 rule Schedule work according to priority Work, work, work Be prepared with strong support and resolve issues quickly Allow for additional phases
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Questions
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Contact Information
Dan WilliamsDirector of Project ConsultingMain 425-974-6345Cell [email protected]