1. 12 Fatal Mistakes presented by Russell Martin &
Associates (317) 475-9311 [email protected]
www.russellmartin.com R U S SE L L M A R T I N Russell Martin &
Associates www.russellmartin.com & A S S O C I A T E S
2. Content DEFINE the Project Charter PLAN the PROJECT MANAGE
the Chaos TRANSITION to Maintenance Page 1 Russell Martin &
Associates www.russellmartin.com
3. WhyNot?Page 2 Russell Martin & Associates
www.russellmartin.com
4. Whats Different? Projects are Flash MobsPage 3 R U S SE L L
M A R T I N Russell Martin & Associates www.russellmartin.com
& A S S O C I A T E S
5. Dare to Properly Steps to Great Projects Manage Resources!
Define Plan Manage Review ENDSTART initiate plan monitor close 1.
Set Business 1. Determine 1. Control work 1. Close the project
Objectives Milestones in progress 2. Turn over 2. Establish Project
2. Schedule Task 2. Provide deliverables Scope Dependencies status
and 3. Hold Project feedback 3. Set Project 3. Adjust for Review
Objectives Resource 3. Leverage 4. Celebrate Dependencies
Governance 4. Mitigate Risks accomplishments 4. Create budget 4.
Resolve 5. Establish Constraints conflict 6. Plan communications 7.
Establish Governance Plan Page 4 R U S SE L L M A R T I N Russell
Martin & Associates www.russellmartin.com & A S S O C I A T
E S
6. DEFINEtheProjectCharter Roles Return on Investment Scope
Project Objectives Risk/Constraints Communications Plan Change/
Governance Plan Page 5
7. #1 Return on Investment: Business ObjectivesThe GreekGoddess
of MyBusiness project will Increase Revenue by Avoid Cost Improve
Service Also Reaction to government regulation Reaction to
competitive pressures Page 6 R U S SE L L M A R T I N Russell
Martin & Associates www.russellmartin.com & A S S O C I A T
E S
8. #2 Roles The Sponsor Legal Internal Finance Experts (SMEs)
The Project External Vendors/ ManagerExperts (SMEs) Contractors the
project The Dedicated Functional Project Team Customers Leaders
Developers Administrative Support Page 7 R U S SE L L M A R T I N
Russell Martin & Associates www.russellmartin.com & A S S O
C I A T E S
9. Roles Outline key accountabilities for the projects Identify
the accountabilities that you currently have on the team Determine
the gap Create jobs / project organizational structure Hire
accountabilities (in/out) Onboard new rolesPage 8 R U S SE L L M A
R T I N & A S S O C I A T E S
10. #3 DEFINE The Scope Diagram Governance Needs Sponsor:
Charities CEO Budget Status Volunteers Volunteer Communication Plan
Food Day Project Budget Training Corporate Schedule Available
Communications Catering Employees R U S SE L L M A R T I NPage 9
Russell Martin & Associates www.russellmartin.com & A S S O
C I A T E S
11. #4 Develop Project Objectives So What? Concrete and
specific Measurable Achievable and realistic Time-bound Refers to
project deliverablesSystem Objectives Product/Service Cost /
Revenue Learning / Objectives Related Objectives Performance
Related ObjectivesPage 10 Russell Martin & Associates
www.russellmartin.com R U S SE L L M A R T I N & A S S O C I A
T E S
12. #5 Document Risks Overall Project Risk Average: Size - How
big is this project or how long will it take relative to others you
have done? Rated 1(small) - 10(large) Structure - How stable are
the requirements? Rated 1(fixed) - 10(undefined) Technology - How
understood is the technology and procedures? Rated 1(old) -
10(new)Page 11 Russell Martin & Associates
www.russellmartin.com R U S SE L L M A R T I N & A S S O C I A
T E S
13. So What?13 Wing this project46 Do a quick project charter,
high level project plan78 Block regular project management time9 10
Block frequent time, clear your schedule and plan NOW to cut the
scope > 5 Mitigate the RiskPage 12 Russell Martin &
Associates www.russellmartin.com R U S SE L L M A R T I N & A S
S O C I A T E S
14. PLAN thePROJECTPLAN MethodologiesPage 13
15. Create the Project Schedule Determine Find Task Find
Resource Determine the milestones Dependencies Dependencies
Schedule and tasks What What tasks Whos What tasks have to
available dates are need to be done to help? fixed? be done?
first?Standard Pillage THEN Do not plan Work back frommethodologies
Burn multi-tasking the known dateFlows on Scope Choose the best
constraintsDiagram resource for the ReasonabilityTraining, meeting
right task based ons,Page 14 communication Russell Martin &
Associates www.russellmartin.com experience R U S SE L L M A R T I
N & A S S O C I A T E S
16. What is a Methodology? A repeatable series of tasks or set
of practices grouped into phases to create or do something.
Includes: Tasks with a recommended order Milestones (usually Phases
that are done) Supporting Tools Implied Skill SetsPage 15 R U S SE
L L M A R T I N & A S S O C I A T E S
17. ADDIE (Instructional Systems Design) 2/3 duration 1/3
durationPage 16 R U S SE L L M A R T I N & A S S O C I A T E
S
18. Sample ADDIE: Plans Key Information: Key Information:1)
Enter the Project Due Date; the Project Start Date will be added
3)Check your dates to make sure there are no holidays. 1) Enter the
Project Start Date; the Project End Date will be added
automatically as 3) Check your dates to make sure there are no
holidays.automatically. Adjusting the Duration in Days for Tasks
will change the Project 4)Review task deliverables and adjust
Duration in Days accordingly. the last date in the Evaluation
section. 4) Review task deliverables and adjust accordingly.Start
Date. 5) Strikethrough tasks that do not apply to this project and
enter a "0" 2) Due Dates and Duration in Days for Milestones will
be added automatically as 5) Strikethrough tasks that do not apply
to this project and enter a "0"2) Milestone Dates and Duration in
Days will be populated automatically from the for the Duration in
Days. the last due date in the section. for the duration.last due
date in the section Project Start Date: 09/07/11 Project Due Date:
10/02/12 Project Start Date: 09/07/11 Project Due Date: 10/01/12
Duration in On Time Duration in On Time Phase Milestone Task Due
Date Task Owner Comment Phase Milestone Task Due Date Task Owner
Comment Days Y/N Days Y/N Analysis Project Initiation 10 09/21/11 5
Percent Complete: 20% Analysis Project Initiation 9 09/20/11 5
Percent Complete: 80% Needs analysis 2 09/09/11 Y Needs analysis 3
09/12/11 Y Tasks starting from receiving Cost/Benefit Analysis 1
09/13/11 Y Cost/Benefit Analysis 3 09/14/11 N Tasks starting from
receiving the customer request and Obtain customer sign-off of the
customer request and Obtain customer sign-off of occurring until
after kick-off needs/benefit analysis 2 09/15/11 Y needs/benefit
analysis 2 09/16/11 N occurring until after kick-off meeting.
meeting. Setup initial kickoff meeting 2 09/19/11 Y Setup initial
kickoff meeting 2 09/20/11 N Conduct kickoff meeting 1 09/20/11 N
Conduct kickoff meeting 1 09/21/11 N Develop Document of
Understanding 7 09/29/11 7 Percent Complete: 0% Develop Document of
Understanding 7 09/30/11 7 Percent Complete: 0% Determine target
audience 1 09/21/11 N Refine learning goals/objectives Determine
target audience 1 09/22/11 N and connect to organizational 1
09/22/11 N Refine learning goals/objectivesANALYSIS goals and
connect to organizational 1 09/23/11 N Identify the learners
ANALYSIS Process of defining Identify the learners goals needs and
project audience, goals, possible Outline possible deliverables 1
09/23/11 N needs and project Process of defining constraints.
deliverables, interim audience, goals, possible Outline possible
deliverables 1 09/26/11 N Create an interim timeline 1 09/26/11 N
constraints. timelines, success factors, deliverables, interim and
having customer agree Identify and determine success timelines,
success factors, Create an interim timeline 1 09/27/11 N to plan.
factors 1 09/27/11 N and having customer agree Identify and
determine success to plan. factors 1 09/28/11 N Review draft DOU
with your senior leader 1 09/28/11 N Review draft DOU with your
senior leader 1 09/29/11 N Obtain customer/senior leader sign-off
of DOU 1 09/29/11 N Obtain customer/senior leader sign-off of DOU 1
09/30/11 N Data collection 15 10/20/11 3 Percent Complete: 0% Data
collection 15 3 Percent Complete: 0% Background research 5 10/06/11
N Research is done at this Background research 5 10/07/11 N
Interview SMEs 5 10/13/11 N time. Research is done at this Location
visit (audience Interview SMEs 5 10/14/11 N interviews) 5 10/20/11
N time. Location visit (audience Design Create project plan 7
10/31/11 5 Percent Complete: 0% interviews) 5 10/21/11 N Define
scope of work and Design Create project plan 7 11/01/11 5 Percent
Complete: 0% deliverables 3 10/25/11 N Define scope of work and 3
10/26/11 N Identify project team 1 10/26/11 N deliverables Define
scope of work, project Describe the project goals in teams,
detailed goals, and Identify project team 1 10/27/11 N firm
timelines for your senior detail outlining roles and 1 10/27/11 N
Define scope of work, project Describe the project goals in
responsibilities teams, detailed goals, and leaders approval.
detail outlining roles and 1 10/28/11 N Define timeline 1 10/28/11
N firm timelines for your senior responsibilities leaders approval.
Submit to your senior leader for Define timeline 1 10/31/11 N
review and approval 1 10/31/11 N Submit to your senior leader for
review and approval 1 11/01/11 NDESIGN Choose the best Develop
design documents 7 11/09/11 6 Percent Complete: 0% intervention and
plan DESIGN Defining objectives for each Choose the best Develop
design documents 7 11/10/11 6 Percent Complete: 0% how to execute.
1 11/01/11 N intervention and plan deliverable Defining objectives
for each how to execute. 1 11/02/11 N Design Document Overview
deliverable (Goals/Context/Learner Analyses) 1 11/02/11 N Design
Document Overview Define objectives for each (Goals/Context/Learner
Analyses) 1 11/03/11 N deliverable and Objective-Assessment
Blueprint 1 11/03/11 N Define objectives for each
outline/storyboard project for deliverable and Objective-Assessment
Blueprint 1 11/04/11 N your senior leaders and Outline/storyboard 2
11/07/11 N outline/storyboard project for Customers approval. your
senior leaders and Outline/storyboard 2 11/08/11 N Review design
doc with your Customers approval. senior leader 1 11/08/11 N Review
design doc with your senior leader 1 11/09/11 N Obtain sign-off
from your senior leader and customer 1 11/09/11 N Obtain sign-off
from your senior leader and customer 1 11/10/11 N Development
Scripting 35 12/28/11 5 Percent Complete: 0%Page 17 R U S SE L L M
A R T I N & A S S O C I A T E S
19. SAM: Successive Approximation Model Allen Interactions
www.alleninteractons.comPage 18 R U S SE L L M A R T I N & A S
S O C I A T E S
20. Structured IT DevelopmentPage 19 R U S SE L L M A R T I N
& A S S O C I A T E S
21. RAD: Rapid Application DevelopmentPage 20 R U S SE L L M A
R T I N & A S S O C I A T E S
22. AgilePage 21 R U S SE L L M A R T I N & A S S O C I A T
E S
23. Six SigmaPage 22 R U S SE L L M A R T I N & A S S O C I
A T E S
24. Lean Six Sigma: DMAICPage 23 R U S SE L L M A R T I N &
A S S O C I A T E S
25. #6 Milestones vs. TasksMILESTONE 1. Analysis Complete 2.
Approve Requirements 3. Requirements Approved 4. Build Use
CasesTASK 5. Testing Finalized 6. Run Test Scripts 7. Determine
Final Metrics Goal 8. Do AnalysisNEITHER Page 24 R U S SE L L M A R
T I N & A S S O C I A T E S
26. Grown Up Definitions EXAMPLES:A milestone is a date that is
used to measure whether theproject is on track. START and END are
milestones. ANALYSIS DoneMilestones are often used to measure when
a group of relatedtasks and/or subprojects will be completed.
Alias: phase Create UseA task is a small unit of work (guideline:
less than two weeks Casesto complete) that you can assign to a
person (projectstakeholder or team member) who will ensure its
completion(not necessarily by them). Aliases: activity, work
ConstructA sub-project is a deliverable which will be created
through Websitea related group of tasks assigned to a project
stakeholderwith the expertise to figure out what the tasks need to
be. Completed WebsiteA deliverable is a finished product relating
to a projectgoal/objective.Page 25 R U S SE L L M A R T I N & A
S S O C I A T E S
27. Steps to Great Learning Analyze Design Develop Implement
EvaluateAnalyze the Design a Build the Roll Out the Evaluate
business learning Solution Solution Success need / solution
learning given current objectives constraints Maintain PROCESSPage
26 R U S SE L L M A R T I N & A S S O C I A T E S
28. Steps to Great Learning Projects: DEFINE DefineSTART
Business Objs Roles Scope Project Objs Risk/Constraints Analyze
Analyze the business need / learning objectivesPage 27 R U S SE L L
M A R T I N & A S S O C I A T E S
29. Steps to Great Learning Projects: PLAN Define Plan START
Business Objs Roles Scope Project Objs Risk/Constraints Analyze
Design Develop Implement Analyze the Design a Build the Roll Out
the business learning Solution Solution need / solution given
learning current objectives constraintsPage 28 R U S SE L L M A R T
I N & A S S O C I A T E S
30. Steps to Great Learning Projects: MANAGE Define Plan
ManageSTART Business Objs Roles Scope Tasks to be done ADAPT as
Project Objs Risk/Constraints change occurs Analyze Design Develop
Implement Analyze the Design a Build the Roll Out the business
learning Solution Solution need / solution given learning current
objectives constraints Page 29 R U S SE L L M A R T I N & A S S
O C I A T E S
31. Steps to Great Learning Projects: Traditional Define Plan
Manage Review ENDSTART Business Objs Roles ADAPT as Evaluate Scope
Tasks to be done Project Objs change PROJECT Risk/Constraints
occurs and LEARNING Analyze Design Develop Implement Evaluate
Analyze the Design a Build the Roll Out the Evaluate business
learning Solution Solution Success need / solution given learning
current objectives constraints Maintain PROCESS Page 30 R U S SE L
L M A R T I N & A S S O C I A T E S
32. Maintain PROCESS Steps to Agile Learning Projects Define
Plan Manage Review ENDSTART Business Objs Roles ADAPT as Evaluate
Scope Tasks to be done Project Objs change PROJECT Risk/Constraints
occurs and LEARNING Analyze Design Develop Implement Evaluate
Analyze the Design a Build the Roll Out the Evaluate business
learning Solution Solution Success need / solution given learning
current objectives constraints R U S SE L L M A R T I N Page 31
& A S S O C I A T E S
33. #7 Estimating"Heres a good question. How long does Top 10
Project Factorsit take to catch a fish? Ridiculous, you Team skills
and experiencesay. One cant estimate the time to catch Level and
quality of sponsorshipa fish. It could be just after you cast a
Level and quality of stakeholderline in the water. It might be
never. Or buy-inanywhere in between. As ridiculous as Sizethis
sounds, that is just the feeling that Complexity / Requirementsgoes
through our minds when we are changeasked to estimate the duration
for a task. Quality requiredOur first thought is How the h***
should Development tools and workI know? But we cant get away with
this. environmentSo we dig in and take a scientific stab at Level
of innovation requiredthe task duration. Product stability required
Schedule constraints (realism)- Practical Project Management,
HarveyLevine Page 32 R U S SE L L M A R T I N & A S S O C I A T
E S
34. YES, and the impact will be #8 Managing Scope this Every
change and great idea = more scope (time/cost) Accept the change
and increase time and cost Accept the change and increase the size
of the project team to stay on track Accept the change and
eliminate an equal amount of other tasks/milestones Put the idea in
the next release (not your project) Reject the idea because the
value (business and project objectives impact) does not justify the
cost Page 33 R U S SE L L M A R T I N & A S S O C I A T E
S
35. #9 Managing IssuesPage 34 R U S SE L L M A R T I N & A
S S O C I A T E S
36. Issue Issues become tasks on the schedulePage 35 R U S SE L
L M A R T I N & A S S O C I A T E S
37. #10Transition Planning DISTRIBUTION: Distribute Product
(software) Package and distribute product Distribute installation
informationOptions Conduct integration test for product Conduct
user acceptance test for software(Products, Processes) Conduct
reviews for product Perform configuration control for product
Incremental Implement documentation for product Install Product
(software) implementation or Install product (packaged software)
and database data Install any related hardware for the product
phased approach, Document installation problems Accept Product
(software) in Operations Environment Parallel execution, Compare
installed product (software) to acceptance criteria Conduct reviews
for installed product (software) One-time conversion Perform
configuration control for installed product (software) and
switchover or OPERATIONS: Any combinations of Operate the System
Utilize installed software system the above. Monitor performance
Identify anomalies Produce operations log Conduct reviews for
operations logs Perform configuration control for operations logs
Provide Technical Assistance and Consulting Provide response to
technical questions or problems Log problems Maintain Support
Request Logs Record support requests Record anomalies Conduct
reviews for support request logs MAINTENANCEL Identify Product
(software) Improvements Needs Identify product improvements Develop
corrective/perfective strategies Produce product (software)
improvement recommendations Implement Problem Reporting Method Page
36 R U S SE L L M A R T I N & A S S O C I A T E S
38. #11 The Lifecycle of a Project Success! Unenlightened
optimismEnthusiasm Dawning pessimism Pre-completion panic
Enlightened optimism Time Adapted from Robert Lewis book Bare Bones
Project Management Page 37 R U S SE L L M A R T I N & A S S O C
I A T E S
39. #12 More HELP? At www.russellmartin.com: Purchase books Get
our LEARNING FLASH e-zine for more tips and tools Find out about
workshops, webinars, e- learning and virtual alumni communities
@nolecture Lou RussellPage 38 Russell Martin & Associates
www.russellmartin.com R U S SE L L M A R T I N & A S S O C I A
T E S