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To Succeed in Projects
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Project Success
Carolyn Reid, PMP, MBAJanuary 15, 2004
You are an overworked Project Manager What to say when you get caught sleeping
at your desk:
What to say when caught sleeping at your desk10. They told me at the blood bank this might
happen.9. This is a 15 min. power nap they taught me
about in that time mgt course you sent me to.8. Guess I left the top off the Wite-out. You got
here just in time!7. I was meditating on the mission statement
envisioning a new paradigm.6. I was testing my keyboard for drool resistance.
What to say when caught sleeping at your desk5. I was doing a highly specific Yoga exercise to
relieve work-related stress. Do you discriminate against people who practice Yoga?
4. You interrupted when I had almost figured out a solution to our biggest problem.
3. The coffee machine is broken…2. Someone must have put decaf in the wrong
pot.1. Amen!
“All work can be converted into a project…. WITH SIGNIFICANT VALUE-ADDED POTENTIAL.”
Tom Peters
Contents
A Piece of Cake The Glass is
Half Full The People The Process Optimizing Project
Management
Project: Cake!
Or was it the Nightmare project!
The following is a description of a project that Management continuously said would be “a piece of cake”
Piece of Cake
Started Late Management Support:
Labeled Piece of cake Even though it wasn’t our area of Expertise
Management style: constant threat of shutting down the division SOW not matching Client contract App Engineer quits a few weeks into the 3 month project Holidays, weekends, nights…. The Good News
Fantastic Teamwork Achieved Goals
The Glass is Half Full
Learning from obstacles
Top 10 Reasons Projects Fail
10. Lack of Executive Sponsorship
9. Poor Planning
8. Poor Communication
7. Lack of objectives
6. No Stakeholder analysis
Top 10 Reasons Projects Fail
5. Lack of good Leadership
4. No Ownership/ Teamwork
3. Unrealistic expectations
2. Poor Change Management
1. Poor Risk Management
Examples of Failure Poor Stakeholder analysis:
Designing airbags for one size of person Unrealistic Expectations:
Budget: What the customer can paySchedule: When the customer needs it If Sales can sell it, you can design and build it!
Poor PlanningTitanic voyage
Scenario of Good Intensions gone wrong PM effort to please customer – changes
are freebiesSchedule slipsBudget is blown Doesn’t produce what Customer wants
Changes not discussed, documented and agreed to
Common Project Complaints Unrealistic completion dates Scope Creep Finger Pointing Fire Fighting Running on Overload No time for Communication Meetings all Day, work all night
The People
The Project Manager The Team The Customer Customers and
Stakeholders
“People are strange when you’re a stranger…”
“Project managers were put on this earth to wander purposefully aroundThe office, not to be stuck in offices dealing with spreadsheets.” Tom Peters
What makes up a Good Project Manager?
Enthusiastic Ownership of the Project Focus on both the forest and the Trees Able to plan but also adapt as needed Leader Manager
What makes up a Good Project Manager?
Analytical but also able to make quick decisions when needed
Action Oriented/ Patient Negotiator Motivator Developer of People
The Team
Owners They care They succeed
Cooperation Collaboration Communication People skills
Poor Project Management Culture
The procrastinators on your team have a deadline for building a piece of equipment by January 28Therefore, they pull an all-nighter on the 27th
What does this do to quality?
Marketing in the past: “You can have any color you want as long as it is black.” Marketing today: Customization rules, the customer is king.
What the Customer Ordered
The Customer and Stakeholders
Key to Project Success:What does the Customer want?
You can come in on budget and on time but the project failed if it did not satisfy the customer.
What do stakeholders expect? Distinguish between the different types of
customer – buyer, end user…
Examples of incorrect Stakeholder analysis End user is Taiwanese, product is
designed per American buyerDidn’t meet needs of end user
Leap several maturity levels in a process improvement project Insufficient resources to manageProcess isn’t understood by people, so isn’t
used
Another Failure to communicate Example The companies: Tier 3 supplier, Tier 2
supplier, Big 3 customer Scenario:
Mgt of tiers 2 and 3 fly cross country to customer
Presents improved designCustomer response: “Great idea! Except that
all changes are on hold indefinitely”
The Process
Time keeps on slipping into the future…….
Starting up
Clear Scope Tie to Corporate Strategy
If not, why are we doing this?Adds Value!
Motivated Team Clear, Agreed upon Deliverables Customer Focus
In the Planning
Budget Schedule Risk Planning
Follow through Resource Plan
Match resources to plan Communication Stakeholder analysis Customer agreement to plan
“Predictions are hard, Especially about the future.” Yogi Berra
During the Project
Team Building Monitor and Control
On Schedule? In Budget? Achieving expected
results? Managing Risk?
Change Management Maintain customer focus
After the Project
What went right? What went wrong
and how do we do better next time?
Celebrate Success
Rewards
Project Risk Factors
Sloppy requirements Schedule slippage Budget overrun Scope creep Poor planning and estimation Poor documentation
Summarizing: Optimizing Project Management in the Organization“Project = Stuff Done = …
Most (or A-L-L) economic value added in the modern/ emerging economy”
Tom Peters
Optimizing the Project Management Organization
Good Risk Planning Excellent Change Management Capacity planning Projects tied to Corporate Strategy Teamwork Culture
The Organization that supports Project Management Best Practices
Quality Control Knowledge management Well defined processes Proactive culture Customer Driven Top Management understanding of PM Innovative
“One hundred percent of everyone’s time should be taken up by PROJECTS.”
-Tom Peters.