© 2011 Mark Kozak-HollandTitanic Lessons for Modern Projects www.lessons-from-history.com
Titanic Lessons for Modern Projects
Presentation to APM London and South East branchesMarch 16/17th 2011Mark Kozak-Holland
Avoiding Project Disasters
“Lessons From the Past that Assist the Projects of Today to Shape the World of Tomorrow”
www.lessons-from-history.com
© 2011 Mark Kozak-Holland
Objectives: Analyze Titanic‟s construction project and voyage
It uses lessons learned to understand key project issues.
It looks at key decisions that led to project compromises.
It questions why captain was unable to prevent disaster.
It makes a step by step comparison to today‟s IT projects.
Please prepare questions for the end of the presentation.
Page 2 Titanic Lessons for Modern Projects www.lessons-from-history.com
© 2011 Mark Kozak-HollandPage 3
The success rate of Projects is stubbornly low as first shown by the “Chaos” reports from Standish Group
PMI reports $15 trillion in 2010 spent worldwide on projects, 20% of world’s GDP.
$260 billion wasted due to project failures in US in 2009.
Hypothesis:
– Projects set seeds for future operational failures.
– Problems attributed to poor decisions making in the project.
Check www.lessons-from-history/Project Success or Failure/
Source: “Chaos, a
recipe for success,”
Standish Group,
280,000 projects
evaluated
1994 1996 1998 2000 2002 2004 2006 2008
Succeeded 16 27 26 28 34 29 35 32
Failed 31 40 28 23 15 18 19 24
Challenged 53 33 46 49 51 53 46 44
0
10
20
30
40
50
60
Titanic Lessons for Modern Projects www.lessons-from-history.com
Through 2010, government agencies will
cancel 30% of the IT projects that they
initiate, including at least 10% of projects
budgeted at more than $200,000 (0.7
probability).
Source: Garner Group
© 2011 Mark Kozak-HollandPage 4
Some notable project failures during the project implementation or into operation
Oct. 2009, eHealth Ontario, 30 full-time employees and 300 consultants many in senior positions.
Aug. 2009, Digital trunked radio system failures Public-Safety Radio, Technology in Government
May 2009, Google suffers major failure, various Apps kicking back in after widespread outage
Sep. 2008 London Stock Exchange failed for 7 hours hurting clients who trade $17.5 bn a day.
February 2008 - American LaFrance (ALF), “leading brand of custom-made fire fighting, rescue vehicles, and ambulances,” declared bankruptcy, blaming IBM and failed ERP implementation.
Nov. 2007, passengers lineup terminal length (1 km), after glitch in Air Canada resv. system.
January 2007, Sweden's largest Bank, Nordea, the biggest heist of customer accounts on record more than $1m was stolen.
2006 LCH.Clearnet shut down its Generic Clearing System (GCS) project at a cost of EUR67.9 m.
2006 Maine Medicaid Claims System project 1 year on “is a disaster of major proportions. Since the new system went live, it has cost the state of Maine close to $30 million.”
Hershey‟s ERP implementation failure ($112m), distribution problems, 27% marketshare loss.
The FoxMeyer Drug ERP system implementation failure led to collapse of entire $5 bn company.
June 2004, RBC fell behind processing salary deposits thousands of Canadian workers as millions of transactions were affected by a computer glitch that caused payroll delays.
June 2004, an air traffic control computer failure saw massive air disruption across the UK. All flights from UK airports were grounded after a problem at the National Air Traffic Service.
Check www.lessons-from-history/Project Success or Failure/
Titanic Lessons for Modern Projects www.lessons-from-history.com
© 2011 Mark Kozak-HollandPage 5
Notable project failures during projects. Why do problems still occur and IT projects fail catastrophically?
August 2008 Unencrypted memory stick lost with names/dates of birth of 84,000 inmates, England 's entire prison population. Home addresses of 33,000 who had six convictions.
Feb. 2007 £20bn UK NHS computer system 'doomed to fail„a senior insider has warned.
2007 laptop with records of 600,000 recruits was stolen from Royal Navy recruiter's car
2006 Department of Homeland Security scuttles its $229m Emerge2 program (new financial IT system).
2005 US Justice Department stated $170m FBI Virtual Case File project a failure, after 5 yrs & $104m. In a 18-month period, FBI gave contractor 400 requirements changes.
2005 UK Inland Revenue gave $3.45 bn of tax overpayments because of software errors.
April 2005 Australian inter-departmental warfare resulted in failure of $64m federal project.
2005 British food retailer J Sainsbury wrote off $526m in automated supply-chain system.
IRS project on taxpayer compliance took decade to complete and cost $50 bn.
Oregon DMV conversion to new software took 8 years and public outcry killed the project.
State of Florida welfare system plagued with numerous errors & $260m in overpayments!
May 2005 major hybrid car manufacturer installed software fix on 20,000 vehicles. The automobile industry spends $2 to $3 bn per year fixing software problems.
July 2004 new welfare management system in Canada costing $200m unable to handle simple benefits rate increase. Contract never tested this in 6 weeks of acceptance tests.
Check www.lessons-from-history/Project Success or Failure/
Titanic Lessons for Modern Projects www.lessons-from-history.com
© 2011 Mark Kozak-HollandPage 8
Bad IT service performance, IT project success rates, & IT investments are not a CIO problem affect all c-levels
Most project management mistakes are either lack of adequate planning or
communications breakdown (among project team or with project sponsors).
• Source: Chaos, a recipe for success, Standish Group, 2008
“…serious deficiencies in senior executive skills with IT projects. Lack of PM
skills cut benefits of IT projects by 25%.”
“Executives are involved in selecting and approving projects, but rarely
delivering them. 49% experienced one project failure in past 12 months.”
• Source: KPMG's Global IT Project Management Survey, July 2005.
C-levels need to understand:
– Relationship IT projects / on-line operations
– What can go wrong in complex on-line operation?
Titanic Lessons for Modern Projects www.lessons-from-history.com
© 2011 Mark Kozak-HollandPage 9
To understand relationship between operations & IT projects imagine yourself in 1912 in a Titanic lifeboat being rescued.
Titanic Lessons for Modern Projects www.lessons-from-history.com
© 2011 Mark Kozak-HollandTitanic Lessons for Modern Projects www.lessons-from-history.com
In 1907 White Star Project Sponsor (Bruce Ismay) responded with a strategy that leveraged emerging technology
Invest in technology - 3 new super liners to sweep Atlantic. First new ships for a dozen years
Push emerging technology to limits.
– Steel production
– Propulsion system (steam turbine)
– Communications (phone and wireless telegraph)
– Automated control systems (mechanical)
40% larger than anything else available.
Displacement - 52,310 tons
Length - 882 feet 6 inches.
Beam - 92 feet 6 inches
Draft - 34 feet 6 inches.
Height - 175 feet from keel to stack (the boat
deck was 60 feet above the waterline).
Decks - 9 total, A through G with the boilers
below.
Page 10
© 2011 Mark Kozak-HollandTitanic Lessons for Modern Projects www.lessons-from-history.com
Focus on luxury through increased space and capacity
Address all three passage
classes, priority on first-class.
Quality of crossing, customer
experience.
Built for a Wednesday ship (7
versus 6 days).
OlympicMauretania
15% faster23% greater capacity
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© 2011 Mark Kozak-HollandTitanic Lessons for Modern Projects www.lessons-from-history.com
White Star‟s strategy (and business case) were based on priority for first class space allocation
White Star‟s class segregation =
today‟s customer segments.
Passenger space allocated:
– 60% for 905 first-class.
– 7% for 1134 third-class.
Crew
quarters
1st class quarters, staterooms, berths2rd class quarters, berths
Bridge
Engine rooms/Coal bunkers/Boiler rooms 3rd class dining/kitchen Cargo hold
3rd class
berths
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© 2011 Mark Kozak-Holland
Project Integration Management - Project Charter
Developed by Project Sponsor Ismay, and Pirie
– Business reasons for project
• Transform White Star’s business model & replace aging fleet
– Luxury drives customers back, rather than speed of crossing
– Project objectives (purpose)
• Deliver 3 super liners over 7 year period
– Staggered delivery so revenue from first two ships can fund the third
– Principal considerations for ships were safety, comfort and luxury, with a
reasonably fast speed.
– Project’s criteria for success (must be measurable)
• Each ship is in operation within 4 years
• Meets terms and standards of contract
Change Control performed
– Through contract
Titanic Lessons for Modern Projects www.lessons-from-history.comPage 15
© 2011 Mark Kozak-HollandTitanic Lessons for Modern Projects www.lessons-from-history.com
White Star‟s initial Business Case was driven by revenue and cost savingsPage 22, Fig 2.1
Case based on 70% capacity
Increase
margin
Increase
revenue
Decrease
costs
Increase
customer
revenue
Increase
cargo
revenue
Decrease
marketing
costs
Second class
First class
PR around
largest ship
Fewer larger
ships
More passenger
classes
Equivalent to
1st class on
other ships
Equivalent to
2nd class on
other ships
More efficient
More media
coverage
Publicity stunt
Lower build
costs
Decrease
operational
costs
Decrease
manufacturing
costs
More efficient
labor, lower
wage bill
More efficient
use of total fuel
Lower provisions
bill
Third class
Fewer larger
ships
More superior
service classes
Greater
capacity
Economy
of scale
More frequent
service
Lower
maintenance
costs
More space &
luxury in cabins
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© 2011 Mark Kozak-HollandPage 18
The strategy required new technology investments but the business case was really solid
Profitability analysis breakeven 2 yrs.
6 year construction project.
75% of revenue first-class.
– 1st class suite - $4,350,
– 2nd class suite - $1,750,
– 3rd class ticket - $30-46
• Titanic‟s class segregation = today‟s
customer segments.
• Passenger space allocated: – 60% for 905 first-class.
– 7% for 1134 third-class.
Titanic Lessons for Modern Projects www.lessons-from-history.com
© 2011 Mark Kozak-Holland
Project Scope Management
Collect requirements (business)
– Deliver 3 identical super liners
– Focus on luxury (especially in first class) and
size
– Improve the current levels of service for all 3
classes
• Second equivalent to first on other lines
• Third equivalent to second on other lines
Ismay stayed fully involved in design
development
– He played a major role in the final project
specification.
Titanic Lessons for Modern Projects www.lessons-from-history.comPage 19
© 2011 Mark Kozak-Holland
Project Scope Management
Define scope
– Based on previous ships but scaled up
• Tried and tested approach of keel and ribs
– Scope affected by the introduction of new emerging technologies
Titanic Lessons for Modern Projects www.lessons-from-history.comPage 20
© 2011 Mark Kozak-Holland
Project Scope Management
(WBS) Work Breakdown
Structure subdivision of effort
– For all 3 ships
• Design <6 months
– For each of the ships
• Construction ~ 3 years
– Launch/Internal fitting 12 months
• Sea trials < 2 months
• Maiden voyage = 1 week
• Total effort ~ 4 years
Titanic Lessons for Modern Projects www.lessons-from-history.comPage 21
© 2011 Mark Kozak-Holland
Project Time Management
Timeline
– For 3 ships
– Each delivery took waterfall approach
– First 2 ships built almost in parallel delivered 11 months apart
– Activities tried and tested over time
Rolling workforce
– Use of industrial practices to build two ships in parallel
– Most effective use of workers time
Gantt Charts
– Gantt had used his charts first time to build dreadnoughts in
1907
Titanic Lessons for Modern Projects www.lessons-from-history.comPage 22
© 2011 Mark Kozak-HollandTitanic Lessons for Modern Projects www.lessons-from-history.com
The project timeline was extensive, but it had a solid ROI and was well funded
1907 - Vision/strategy for White Star Line
1907 - First public announcement in September
1908 – Design approved & Olympic's construction begins
1909 - Titanic's construction begins
1911 - Olympics maiden voyage in June
1912 - Titanic's maiden voyage in April
1913 – Britannic completed •ROI – year two from construction.
Staggered launch off set investments.
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© 2011 Mark Kozak-Holland
Project Schedule (High level)
Titanic Lessons for Modern Projects www.lessons-from-history.com
H 1 H 2 H 3 H 4 H 5 H 6 H 7 H 8 H 9 H 10 H 11 H 12 H 13
Design
Construction
Sea
Trail
s
Olympic
Titanic
H 14
1907 1908 1911 19131909 1910 1912
Sea
Tr
ail
s
Construction
Construction
Gigantic
1914
H 15
Launch
Launch
Gantry
Idea
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© 2011 Mark Kozak-Holland
Project Cost Management
Most expensive activities
– Propulsion systems
• Turbines
– First and second class quarters
• Required craftsmanship of highest level
– Communications
• Marconigram equipment
Estimated Budget
– Final cost a fixed price of £3 million for the pair was agreed at
the time of signing ($7.5 million dollars per ship)
Control costs
– Regular audits
– Budget tracked
Titanic Lessons for Modern Projects www.lessons-from-history.comPage 25
© 2011 Mark Kozak-Holland
Project Quality Management - Harland and Wolff
Premium world ship builder
– Best reputation for quality
– Perceived as craftsmen
Workforce operated within trades
– Trades based on system of guilds
Quality control through
inspections
– Internally, within trades
• Ship builder’s model used
– Externally through Board of Trade inspectors
• with several thousand visits
Quality Assurance
– Throughout and sea trials with final acceptance of deliverables
Titanic Lessons for Modern Projects www.lessons-from-history.comPage 26
© 2011 Mark Kozak-Holland
Project Human Resource Management - White Star
Sponsors
– Ismay representative
of Board of Directors
– Role to define vision
and requirements
Operations Team
– Captain and senior
officers
– Role to complete
testing, acceptance of
deliverables and sign
off
– Crew
Titanic Lessons for Modern Projects www.lessons-from-history.comPage 27
© 2011 Mark Kozak-Holland
Project Human Resource Management - Harland and Wolff
Design Team
– Lord Pirrie interface to White Star
– Thomas Andrews, managing director of
design dept (responsible every drawing)
– Edward Wilding, Andrews' deputy
(responsible for design calculations)
Titanic Lessons for Modern Projects www.lessons-from-history.comPage 28
– Laying of ships lines in mould loft
© 2011 Mark Kozak-Holland
Project Human Resource Management - Harland and Wolff
Construction Workforce
– Total of 15,000 organized into system of
trades, simultaneously working on six
other liners, and two White Star tenders
(Nomadic and Traffic) use at Cherbourg
– 3,000 working on project any time ~ 49
hours per week, for 50 weeks
– Alexander Carlisle managing director
shipyard
Titanic Lessons for Modern Projects www.lessons-from-history.comPage 29
© 2011 Mark Kozak-Holland
Project Human Resource Management - Harland and Wolff
Construction Workforce
– Hired men – little security
• 25 shillings per week
– Established men
• 24 shillings per week
– Elite - Shipwrights (boat builders) had 7 year
apprenticeship
– Trades (skilled) - Platers, rivetters, drillers, pattern
makers, fitters, founders, smiths, boilermakers, and
electricians
– Trade laborers
Titanic Lessons for Modern Projects www.lessons-from-history.comPage 30
© 2011 Mark Kozak-Holland
Project Human Resource Management - White Star
Operations Team
– Captain
• Paid £1250 pa, plus £200 pa non-collision bonus
– Senior officers
• Paid £100-500 pa
– Crew - role to run ship
• Stewards, bell boys, housekeepers, maids
• Paid £3 15, and relied on tips
• Engineers, firemen, stokers, coal porters
• Paid £5
• Slept in 40 to a dormitory
• Paid only when ship sailing
Titanic Lessons for Modern Projects www.lessons-from-history.comPage 31
© 2011 Mark Kozak-Holland
Project Communication Management
Communication
– Project based at Harland and
Wolff shipyards in Belfast
– White Star offices in
• London,
• Southampton,
• Liverpool (headquarters),
• New York
– Key decisions made with
sponsors
• Finalization of design
Titanic Lessons for Modern Projects www.lessons-from-history.comPage 32
© 2011 Mark Kozak-HollandTitanic Lessons for Modern Projects www.lessons-from-history.com
Project Communication Management identifies and manages Project Stakeholders – Executive Sponsor
1891- Bruce Ismay becomes partner in White Star.
1899 Ismay takes over on his fathers death.
1869-70- Harland & Wolff build first ships for White
Star.
1894- William J. Pirrie becomes chairman of Harland
& Wolff.
1902- White Star purchased by International
Mercantile Marine (IMM) headed by J.P. Morgan.
– IMM allows White Star to fly Union Jack, and man
ships with British crews.
1904- Bruce Ismay becomes president of IMM, with
complete control over operation.
– William J. Pirrie also becomes a director within IMM.
– Captain EJ Smith becomes Commodore of the fleet.
Page 33
© 2011 Mark Kozak-HollandTitanic Lessons for Modern Projects www.lessons-from-history.com
Project Stakeholders, and the roles in the project
Project Sponsor - Bruce Ismay
– Experience in projects and operations, marketing
Project Integrator - Lord Pirie
– Experience in projects, expert in ship building and emerging
technologies
Project Financier/Chief Executive - JP Morgan
– Experience in financing projects (1902 - purchased White
Star Line)
Project Manager/Chief Architect - Thomas Andrews
– Experience in projects expert in integration of
emerging technologies
Chief of Operations - Captain EJ Smith
– Experience in operations, accepts the deliverables
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© 2011 Mark Kozak-Holland
Project Risk Management
Plan covered risks
– In project
• Define inaccurate scope (includes functional and non-functional
requirements), financials (costs/return), schedule and resources
• Select wrong integrator to meet contractual obligations
• Poor communication in project team and externally
• Integration to a single point
• Use of unproven emerging technology
• Long construction project 6 years. Changes in business model,
technology, or events
• Inadequate sea trials and failure to test
• Not transferring track record between ships
Titanic Lessons for Modern Projects www.lessons-from-history.comPage 35
© 2011 Mark Kozak-Holland
Project Risk Management
Potential risks
– In operation
• Not meeting Government regulations
• White Star may accept delivery although it does not meet goals
• Operational readiness and preparedness of officers and crew
• Risk in the Atlantic, storms, traversing “Iceberg Alley”
• Certain months like April worst month for icebergs
Titanic Lessons for Modern Projects www.lessons-from-history.comPage 36
© 2011 Mark Kozak-Holland
Project Procurement Management - contract between White Star and Harland and Wolff
Contract for a project to deliver two Olympic Class Liners
Contract is delivery oriented
– Based on a cost-plus basis
• No matter how high project costs (specification changes or
increases in material costs), Harland & Wolff guaranteed 5% profit
on contract.
– Contains penalties and fees
– Standard practice in the industry
Titanic Lessons for Modern Projects www.lessons-from-history.comPage 37
© 2011 Mark Kozak-Holland
Project Procurement Management
Harland and Wolff
procured
– Large gantry
• Cost of £100,000
• Over 6,000 tons,
supported complicated
crane system to reach
every part of the ship
largest built in length,
height, capability.
– 200-ton floating crane
from Germany
• Cost of £30,000
• To lower ships’ massive
engines.
Titanic Lessons for Modern Projects www.lessons-from-history.comPage 38
© 2011 Mark Kozak-HollandTitanic Lessons for Modern Projects www.lessons-from-history.com
Harland & Wolff had to create a new dry dock to complete ships
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© 2011 Mark Kozak-HollandPage 40
In comparison for an IT project today the project team can minimize risks with the following techniques:
Ensure business justification is completed.
Ensure project charter, stakeholders are in place.
Due diligence in business problem, competitive
services, potential costs, and risk.
Determine by segments customer/target audience, value
propositions, create profiles and scenarios for these.
Determine integration to existing services & data
dependencies.
Establish service level targets to guide architect.
Assess solutions driven by new emerging technology.
B EST
PRACTICES
Titanic Lessons for Modern Projects www.lessons-from-history.com
© 2011 Mark Kozak-HollandPage 42
In Titanic‟s architecture stage like in IT projects, Architects faced many investment options
Harland and Wolff most expensive
craftsmen in Europe.
Created luxury liner priority first-class
functional requirements (What).
Lavish attention implied equivalency
in non functional requirements (How).
Designers choice in safety technology
– Old
• lifeboats
– New
• bulkheads,
• double-skin hull,
• electric doors,
• automatic fog warning.
Thomas
Andrews
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© 2011 Mark Kozak-HollandTitanic Lessons for Modern Projects www.lessons-from-history.com
Meet certain Government regulations
Relative to ship crossing Atlantic (3200 miles)
Seaworthy
Machinery (within specifications)
Safety
– Protect all on board
Provisioning
– Food
– Water
– Fuel
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© 2011 Mark Kozak-HollandPage 45
White Star invested in ship-builder‟s model (IT pilot). Used to analyze all exposures to the possibility of loss.
Flow analysis,
“static testing” to
review ship
characteristics,
test design, and
identify
vulnerabilities.
Sound strategy
with limited
testing options
available,
identified
problems.
Atlantic risks 400
years of travel.
Titanic Lessons for Modern Projects www.lessons-from-history.com
© 2011 Mark Kozak-HollandPage 46
The Architects were well aware of the risks in crossing the Atlantic. The model tested worst case failure scenarios.
Running aground
Collisions
Crumple zone
Front-end
collision60 feet
Side-on collision -
flooding contained
Double skin hull
60 feet
7 feet Hull bottom
Tank top
Waterline
Within hull 73 watertight
compartments
15 Bulkheads
Grounding - flooding
contained
Titanic Lessons for Modern Projects www.lessons-from-history.com
•1910 White Star's
'Baltic' and the
'Standard' had been in
a head on collision the
result of an eastbound
ship cutting too far to
the north.
© 2011 Mark Kozak-HollandTitanic Lessons for Modern Projects www.lessons-from-history.com
Examples of where the bulkhead design worked. The Guion Line "Arizona" hit iceberg going 15 knots in heavy fog 1879.
It telescoped 25 feet of her bow.
She had 7 transverse bulkheads up to the top deck.
The collision bulkhead held, letting them make Halifax.
Increased public perception that iron liners were unsinkable.
Increased industry traffic in general, and Arizona's ticket sales.
Page 47
© 2011 Mark Kozak-HollandTitanic Lessons for Modern Projects www.lessons-from-history.com
Mitigating risks within the design of the ship
60 feet
48 main lifeboats
Waterline
Evacuation with lifeboats
– The British Board of Trade Rules antiquated regulations were based on cubic feet of lifeboat space per ton of ship not on the number of people aboard.
Page 48
© 2011 Mark Kozak-HollandTitanic Lessons for Modern Projects www.lessons-from-history.com
Mitigating risks with visibility into the environment
Visibility through lookouts in crows nest
– Back up lookouts on the forepeak and bridge wings
– Phone systems, telegraphs
– Submarine bells
– Main steam whistles
Wireless Marconigram
– Ships sending/receiving telegrams from other ships 100s of miles away
Page 49
© 2011 Mark Kozak-HollandTitanic Lessons for Modern Projects www.lessons-from-history.comPage 50
© 2011 Mark Kozak-HollandPage 51
In the architecture stage the project team can minimize risks with the following techniques
Walkthrough the design, to catch problems early.
Walk along critical transaction paths end-to-end.
Complete “component impact analysis” - single failure points.
Build security zones for access.
Avoid under-investing in non-functional requirements.
Avoid one technology, lack of diversity increases susceptibility.
Avoid complexity, strive for simplicity, design for manageability,
operability, scalability, performance, security, and ease of use.
Check http://lessons-from-history.com/node/83
B EST
PRACTICES
Titanic Lessons for Modern Projects www.lessons-from-history.com
© 2011 Mark Kozak-HollandPage 52
Titanic‟s construction stage integrated many complex technologies and selected safety features to reduce risks
Disparate technologies integrated to single
point.
Finalized non-functional requirements.
Invest in expensive safety features (new
technology).
Over confidence in ship safety.
Perception Titanic was unsinkable.
Titanic Lessons for Modern Projects www.lessons-from-history.com
© 2011 Mark Kozak-HollandPage 53
Decisions with esthetic factors compromised individual safety features and escalated the level of risk
No construction dollars diverted from
safety to enhance first-class.
Lifeboats - 16 single vs 48 triple
stacked, uninterrupted 1st-class view.
The double skin not continued up, only
7 feet deep, below waterline.
15 Bulkheads/16 Compartments
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© 2011 Mark Kozak-Holland
Location of dining room - 15 Bulkheads (every 60 feet)two were compromised.
54 Titanic Lessons for Modern Projects www.lessons-from-history.com3/21/2011
1st Class Dining Saloon
and Reception Room
(200 ft)
Total ship length 900 ft
Deck D dining saloon
over 100 ft (10,488 sq
ft), seating 554
Waterline
© 2011 Mark Kozak-HollandPage 55
By end of construction Titanic‟s safety compromised severely. But White Star believed it safest ship ever built.
Safety regulations for lifeboats, outdated technology.
Titanic sold at highest safety level, but really passenger safety low.
Expensive construction effort incorporated mistakes of earlier stages.
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© 2011 Mark Kozak-HollandTitanic Lessons for Modern Projects www.lessons-from-history.com
Publicity continued to push the message that Titanic was designed to be unsinkable
White Star Line publicity brochure produced in 1910 for Olympic and Titanic –
– “these two wonderful vessels are designed to be unsinkable.”
On June 1, 1911, the Irish News and Belfast Morning News contained a report on the launching of Titanic's hull.
– System of watertight compartments and electronic watertight doors and concluded that Titanic was practically unsinkable
In 1911, Shipbuilder magazine published an article on the White Star Line's sister ships Titanic and Olympic
– described the construction and concluded that “Titanic was practically unsinkable.”
Page 56
© 2011 Mark Kozak-HollandTitanic Lessons for Modern Projects www.lessons-from-history.com
Ismay‟s had another message in his marketing effort – “largest, most luxurious, and SAFEST liners in the world.”
Page 57
© 2011 Mark Kozak-HollandPage 58
In the construction stage the project team can minimize risks with the following techniques:
Identify building blocks (components vs prefab) and
solution alternatives (build versus buy).
Identify non-functional alternatives (safety features).
Build in cycles. Start small (prototypes), and scale up.
Tier solution, scale independently, and create redundancy.
Review Government regulations that may impact.
Ensure execs/sponsors involved through construction.
B EST
PRACTICES
Titanic Lessons for Modern Projects www.lessons-from-history.com
© 2011 Mark Kozak-HollandTitanic Lessons for Modern Projects www.lessons-from-history.com
Risks in operation - faith in Olympics track record (in service June 1911), and mitigating Titanic‟s risk - first incident
Maiden voyage on June 14, 1911,
onboard Bruce Ismay and Thomas
Andrews.
Olympic docked by 12 tugboats
June 21st Hallenbeck (198 tons) sucked
under Olympic resulting in badly
damaged sternframe.
Olympic unscathed except for some
scratches in the paint.
Blame shifted on tugboat operator
Page 43, Fig 4.2
Page 59
© 2011 Mark Kozak-HollandTitanic Lessons for Modern Projects www.lessons-from-history.com
Risks in operation, Olympic‟s most serious incident, with HMS Hawke on 20th September 1911
Huge 45,000-tonner sucked smaller 7,350-
ton Hawke towards her with such power the
warship had no chance to steer away.
Two of her aft compartments
were flooded. She was down by
the stern.
Her starboard main engine was
out of commission.
Page 60
© 2011 Mark Kozak-Holland
Olympic‟s most serious incident with HMS Hawke resulted in a 20‟ x 15‟ gash.
Harland & Wolff's repair yard took 2
weeks to patch Olympic up to even
attempt the voyage back to Belfast.
A gigantic patch, a big sticking
plaster, made of heavy timbers above
the waterline and steel plates below
it, was placed over the damaged hull
plating to seal up the hole.
By the time the ship made it back to
the Belfast yard the patch on her hull
had failed and two aft compartments
were once again flooded.
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© 2011 Mark Kozak-Holland
Once back at Belfast , with the water pumped out of her, she could be properly examined.
Repairs were costly (17% of original cost)
– Huge hour glass shaped hole in plating,
– Starboard propeller was damaged and
unserviceable,
– 18 feet of outer steel propeller shaft
covering was crushed,
– Propeller shaft was bent,
– Crankshaft of the starboard engine was
badly damaged,
– Stern propeller shaft bearings damaged.
Frames intended to last lifetime with no
provision for replacement.
Repairs take 4 weeks.
Titanic Lessons for Modern Projects www.lessons-from-history.comPage 62
© 2011 Mark Kozak-Holland63 Titanic Lessons for Modern Projects www.lessons-from-history.com3/21/2011
October 1911 Titanic's maiden voyage is rescheduled from March 10 to April 10, 1912.
Page 44, Fig 4.3Page 44, Fig 4.3
© 2011 Mark Kozak-HollandTitanic Lessons for Modern Projects www.lessons-from-history.com
Risks in operation, Olympic‟s third incident on 24th February 1912
Lost propeller-blade during eastbound crossing, return leg of roundtrip. Knocked-off by well-known wreck in the Grand Banks floating beneath surface.
Olympic sailed to Belfast for repairs and Titanic switched out of dry dock March 2nd
Olympic hauled out of dry dock, and turned 180 degrees where her port side bow was grounded. Put back in dry dock for examination.
Back in service March 7th
Page 64
© 2011 Mark Kozak-HollandTitanic Lessons for Modern Projects www.lessons-from-history.com
Business pressures for Titanic to go live were enormous with large investments tied up in four-year construction.
Questioning of
extensive sea trials
and testing were
not considered
critical partly
because Olympic
was established in
service.
Change-
management
theory not
established.
Too much faith in
Olympic.
Page 65
© 2011 Mark Kozak-HollandTitanic Lessons for Modern Projects www.lessons-from-history.com
Level of testing typically required by Harland and Wolff before a ship was passed over to White Star
Both organizations needed to be assured that Titanic would meet
the conditions in the contract.
Testing gave shipbuilder opportunity for adjustments and avoid
financial penalties or having ship sent back to the shipyards.
To fulfill contract terms of ship:
– operationally tested for seaworthiness,
– checked for stability,
– assessed for weight and loading particulars,
– check on earlier manual calculations,
– main and auxiliary machinery tested,
– Formal speed trials required achieving a certain speed under specific
conditions of draft and deadweight.
Page 66
© 2011 Mark Kozak-HollandTitanic Lessons for Modern Projects www.lessons-from-history.com
Titanic‟s testing was very brief for a number of reasons . Page 48, Figure 5.1
Olympic was a test bed or yardstick for Titanic. Debatable how well Olympicexperiences were transferred.
Page 67
© 2011 Mark Kozak-HollandTitanic Lessons for Modern Projects www.lessons-from-history.com
Titanic‟s testing (sea trials) was cut down to 1 day, started on April 2nd
One day of sea trials with focus on engine & speed, turning with rudder, and propellers.
Lowering of both anchors.
Fine tuning of radio equipment
No s-turns.
No incline
Page 68
© 2011 Mark Kozak-HollandTitanic Lessons for Modern Projects www.lessons-from-history.com
Titanic‟s passes testing (sea trials) and gets a certificate
Board of Trade surveyor Carruthers issued the safety certificate and declared her “Good for one year.”
Titanic sails for Belfast
Page 69
© 2011 Mark Kozak-HollandPage 70
In the planning stage the project team can minimize risks with the following techniques:
Review existing/previous projects with PMO for commonality.
Follow a change-management process, use risk assessments.
Plan level of testing, select right tests, and acceptance criteria.
Assign operations services ownership and control of process.
Define alternatives to launch (withdrawal), and back-out plans.
Create a test environment that mirrors live environment.
Prepare for increase in frequency of changes with the Internet.
Deploy in test environment, run parallel to live environment.
Ensure testing is broad not just on functions.
B EST
PRACTICES
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© 2011 Mark Kozak-HollandTitanic Lessons for Modern Projects www.lessons-from-history.com
Accepted by White Star on April. 2, 1912, Titanic raced from Belfast to Southampton
April 2nd at 8pm (same day as sea trials) rushed to make second tide into Southampton
– Chaotic 24 hours Officer Murdoch was quoted
• “took days to get acclimatized to the layout of the new ship.”
April 4th arrived at White Star dock berth #44 midnight.
April 6th general cargo and rest of crew are added.
April 8th fresh food arrives, final preparations over seen by Thomas Andrews.
April 10th Titanic departs on her maiden voyage at 12:00.
Page 71
© 2011 Mark Kozak-HollandTitanic Lessons for Modern Projects www.lessons-from-history.com
Titanic‟s testing consisted of maiden voyage cross the Atlantic fully loaded with passengers.
Architect on board to
collect feedback
Hand picked 8 workers
to accompany him
Called Guarantee
Group to tend to any
teething problems
Only the best
employees would make
the grade and make the
voyage.
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© 2011 Mark Kozak-HollandPage 73
Titanic‟s captain and officers were well aware of “Iceberg Alley” and the associated risks.
North Atlantic features, mild Winter,
April worst month Sailing path moved.
Fate of French liner Niagara.
Cunard liner Carmania felt her way
through ice dead slow for 2 hours.
Page 58, Fig 6.1Page 58, Fig 6.1
Titanic Lessons for Modern Projects www.lessons-from-history.com
© 2011 Mark Kozak-HollandPage 74
French liner Niagara ran headlong into the ice on Thursday evening, April 11, 1912
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© 2011 Mark Kozak-HollandTitanic Lessons for Modern Projects www.lessons-from-history.com
J.P. Morgan Owned White Star
Richest man in world
His passage reinforced confidence in Titanic
Backed out last minute due to illness, as did
the general director of Harland & Wolff.
Page 75
© 2011 Mark Kozak-HollandTitanic Lessons for Modern Projects www.lessons-from-history.com
Ismay‟s marketing effort was to create the “event” of 1912. If you were of importance you had to be on board
Page 76
© 2011 Mark Kozak-Holland
Olympic‟s prestige
Between May 1911-April 1912 100 articles on Olympic, 30 articles on Titanic,
mentioned in connection to Olympic. Interest in Olympic largest ship in the
world and called „a floating palace,‟ and the new „Queen of the Seas.‟
Much comment about UK‟s need to maintain maritime supremacy, and
optimism about British shipbuilding.
Titanic Lessons for Modern Projects www.lessons-from-history.com
Seen as ushering new
class of large ocean
liners
After maiden voyage
Olympic became popular
& successful
Described by Bruce
Ismay as „a marvel‟
Titanic seen as similar
but moderately improved
version of Olympic.
Page 77
© 2011 Mark Kozak-HollandPage 78
Bruce Ismay compromised the project Service Level Agreements shipping announcement in NY Times.
Passengers “who‟s who” public life 300 very
famous people, 53 millionaires collective
worth $500m.
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© 2011 Mark Kozak-HollandTitanic Lessons for Modern Projects www.lessons-from-history.com
The business pressures and pressing economic needs pushed Titanic into service with limited testing completed.
On leaving port, Titanic (1) nearly collided with the steamer New York
(2) coming within four feet (3) indicating the challenges in operating a
very large ship.
The tug Vulcan (4) and quick thinking of Captain Smith prevented the
accident.
Page 52, Fig 5.4Page 52, Fig 5.4
Page 79
© 2011 Mark Kozak-HollandTitanic Lessons for Modern Projects www.lessons-from-history.com
“Suction of Giant Liner Breaks Hawsers of the New York, Which Floats Helpless” Source: The New York Times, 11 April 1912
Page 53, Fig 5.5Page 53, Fig 5.5
Page 80
© 2011 Mark Kozak-HollandTitanic Lessons for Modern Projects www.lessons-from-history.com
The wake off to starboard confirms Frank Brown's description of the 'winding pathway 'eor the waters'
An irregular course
was being taken in
order to test the
compasses.
Page 82
© 2011 Mark Kozak-HollandTitanic Lessons for Modern Projects www.lessons-from-history.com
In Cork Ireland the British board of inspectors came on board taken out by tenders
Board of Trade
inspector Carruthers
visited Titanic almost
2,000 times during
construction.
Checked for adequate
– Provisions
– Water
– Fuel (coal)
Page 83
© 2011 Mark Kozak-HollandTitanic Lessons for Modern Projects www.lessons-from-history.com
Only one lifeboat drill was performed to satisfy the British board of inspectors.
No time was spent in preparing the crew
for the maiden voyage.
The crew of 900 had 83 mariners.
The crew was unprepared to handle a
disaster and the launch of all lifeboats.
Page 84
© 2011 Mark Kozak-HollandPage 85
In the testing stage the project team can minimize risks with the following techniques:
Undertake business and technical risk assessments.
Ensure independent test teams - incentives to test objectively.
Establish the ability to stop an implementation if testing fails.
Ensure that major testing, once under way, can be halted.
Ensure change process strategies for rapid implementation.
Avoid change process that lacks support and “teeth.”
Avoid giving developers rights to live environment.
Refine your service level objectives and agreements.
B EST
PRACTICES
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© 2011 Mark Kozak-HollandTitanic Lessons for Modern Projects www.lessons-from-history.com
Risks in operation – Ismays presence increases risk as he overshadows Captain Smith‟s leadership
Why was Ismay on board?
– Ensure ultimate customer experience.
– Beat Olympic’s best crossing time.
– Shipping announcement in NY Times.
Relationship boss to employee
Smith showed Niagara telegram to Ismay
Did Smith restrain himself?
Why was Smith so intimidated by Ismay?
Page 87
© 2011 Mark Kozak-HollandTitanic Lessons for Modern Projects www.lessons-from-history.com
The operating stage required the deployment of the ship into production and her maiden voyage.
Titanic had a number
of built-in feedback
mechanisms that were
discounted, fudged
(ice bucket test), or
just ignored.
The officers kept their
binoculars and did not
share them with the
lookouts, limiting
operations to provide
any early warning.
Page 88
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The third feedback mechanism was wireless, up to 400 miles range
Page 89
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The operating stage saw Titanic‟s built-in feedback mechanisms compromised on her maiden voyage
Titanic‟s built-in feedback mechanisms
– Marconigrams Operators overloaded by commercial traffic (noise) did
not pass the ice warnings (signal) along in a timely fashion.
– In the 36 hours between leaving Southampton and the collision, the
Titanic's received and sent 250 passenger telegrams.
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© 2011 Mark Kozak-HollandPage 91
Risks in operation - False sense of security general overconfidence in the ship
Capt. Smith not posted additional
lookouts on forecastle/bridge wings.
Conditions
– Air temperature 33 degrees F or 1 degree
C.
The captain very resistant to technology
relied on “gut” feel and experience.
He undermined the significance of
Marconigram information.
Titanic Lessons for Modern Projects www.lessons-from-history.com
© 2011 Mark Kozak-HollandPage 92
Bruce Ismay determined to prove Titanic superior to Olympic changed the SLO, dramatically increasing risks
Ismay overrode Smith
Pushed crew to limits.
Captain succumbed to pressure.
Operations mandate overriden.
Stringent guidelines broken.
Everything put in jeopardy.
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© 2011 Mark Kozak-HollandTitanic Lessons for Modern Projects www.lessons-from-history.com
At 7.50 PM the MV Mesaba of the Atlantic Transport Line sent the following telegram to the Titanic
" In lat 42N to 41.25N long 49W to long
50.30W saw much heavy pack ice and
great number of large icebergs also
field ice. Weather good, clear."
This telegram gave precise details of
the massive icefield already in the path
of the TITANIC.
Page 93
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The two lookouts, without binoculars, hesitate on sounding the alarm.
No extra lookouts posted.
Very hazy atmospheric conditions common to
large sheets of ice.
The lookouts confused in what they see ahead.
At least 7 minutes pass between spotting and
reporting a “dark mass” and raising alarm.
Page 94
© 2011 Mark Kozak-HollandPage 95
The collision was inevitable and Murdoch almost succeeded pulling off a brilliant maneuver.
Feedback systems compromised.
Ship reached peak speed 22 knots, 3 additional boilers lit.
Californian‟s last radio message ignored.
Lookouts gave 37 seconds warning.
Murdoch tried to dodge iceberg and decelerate ship “S turn.”
Ice Shelf
Iceberg
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© 2011 Mark Kozak-HollandTitanic Lessons for Modern Projects www.lessons-from-history.com
Close examination of inquiries shows officer and passenger testimonies differed greatly.
Sharp side-swipe against ice
spur causes 300 foot gash. Ship
bumps along the side to a stop.
Water pumps could not keep
pace with flooding.
Gradual deceleration and grinding
noise like a thousand marbles.
A “grounding” from the bottom of
the ship.
Officer Passenger
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© 2011 Mark Kozak-HollandPage 97
The ship grounded itself on the ice shelf and consistent testimonies of the collision describe it as innocuous.
“I heard this thump, then I could feel the boat quiver and could feel a sort of rumbling..”
– Joseph Scarott Seaman
“... It was like a heavy vibration. It was not a violent shock.”
– Walter Brice Able Bodied Seaman
“…I felt as though a heavy wave had struck our ship. She quivered under it somewhat.”
– Major Arthur Peuchen First Class Passenger
“I was dreaming, and I woke up when I heard a slight crash. I paid no attention to it until the engines stop.”
– C E Henry Stengel First Class Passenger
“We were thrown from the bench on which we were sitting. The shock was accompanied by a grinding noise….”
– Edward Dorking Third Class Passenger
“It was like thunder, the roar of thunder…”
– George Beauchamp Fireman
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© 2011 Mark Kozak-HollandPage 98
Unperturbed the bridge sends two assessment groups to survey the ship for damage.
No sharp jolt of ship slamming immovable object.
No rebound effect.
Breakfast cutlery in dining rooms barely rattled.
No injuries or broken bones, no deaths.
Ship quivered for several seconds.
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© 2011 Mark Kozak-HollandTitanic Lessons for Modern Projects www.lessons-from-history.com
Passenger descriptions of QEII‟s grounding 1992 parallel Titanic‟s
QEII grounding (Cuttyhunk Island Vineyard
Sound, Ma)
– August 7, 1992 vessel sustained $13.2 million in
damages, and leaked 50 gallons of fuel oil from
empty fuel tank ruptured in incident.
Soft landing
– At the time of the accident, the ship was making
about 18 knots.
– Her bottom was ripped open by large boulders,
but there was no violent impact.
– Just as in Titanic, the passengers of QE2 were
not thrown about by the accident.
– The lesson - grounding of a large liner over a hard
object at speed produces only a relatively mild
impact.
Page 99
© 2011 Mark Kozak-HollandPage 100
U.S. Navy aircraft carrier Tarawa 1951 CRASH STOP ("reverse engines") in Straits of Messena
Passenger ferry suddenly cut across
the warship's bow.
"All back emergency!“
The stern of the ship began jumping
up and down 6 feet.
The collision was avoided.
Next morning, dozens of crew were
sporting slings, casts and neck braces
from being flung to the deck.
So much china was broken ship put
into port to buy more.
In few weeks, ship drydocked to repair
damage propeller shaft.
displacement: 27,100 tons
length: 888 feet beam: 93 feet; width
flight deck: 147 feet
draft: 28 feet speed: 32.7 knots
complement: 3,448 crew
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© 2011 Mark Kozak-HollandTitanic Lessons for Modern Projects www.lessons-from-history.com
Titanic did not run into an iceberg; it ran over an iceberg.
An iceberg that has a length of 100 feet above the waterline can be
expected to be 120 to 130 feet wide under the water.
The sloping ice shelves that extend outward beneath the water
pose a significant threat to ships operating near icebergs.
Titanic's fragile underbelly scraped across an underwater shelf
called an "ice ram."
Icebergs are typically 20% to 30% longer under the water than
above
Page 78, Fig 9.3Page 78, Fig 9.3
Page 101
© 2011 Mark Kozak-HollandTitanic Lessons for Modern Projects www.lessons-from-history.com
Unperturbed at 11:42 the bridge sends two assessment groups to survey the ship for damage.
First group returns with inaccurate
report.
– Pumps where put into place to offset
minor flooding.
– Boxhall's visit to the Third Class berths
and scanty information about the extent
of damage and the ability of the pumps
to cope with the flooding.
Page 102
© 2011 Mark Kozak-HollandTitanic Lessons for Modern Projects www.lessons-from-history.com
Bruce Ismay made fateful decision to prove Titanic could save herself.
At 11:50 Titanic had lost 3 holds.
Ismay and Smith assumed their ship
was safe to steam again at 11:51.
Ismay was not noted for his
patience.
Ismay‟s dilemma and options.
At 8 knots ship would arrive in
Halifax (450 miles away) on
Wednesday.
Page 103
© 2011 Mark Kozak-HollandTitanic Lessons for Modern Projects www.lessons-from-history.com
Further evidence of restarting engines and the ship moving after the grounding.
First wireless to White Star office in NY.
– “TITANIC PROCEEDING TO HALIFAX. PASSENGERS WILL PROBABLY
LAND THERE WEDNESDAY; ALL SAFE. SMITH,” True at 11:53 pm.
White Star had dispatched trains to Halifax, but these were
cancelled well after the ship had foundered.
Wireless Radio Operator
Philips sent a message to
his parents 12 minutes
after the grounding
“Making slowly for
Halifax. Practically
unsinkable. Don‟t worry.”
Hitchens was kept at the
wheel for more than 40
minutes after the
accident.
Page 105
© 2011 Mark Kozak-HollandTitanic Lessons for Modern Projects www.lessons-from-history.com
Second assessment group returns.
Second group returned
– (architect and carpenter).
At 12:00 Captain makes an
inspection.
Pumps not keeping up with
flooding.
Architect predicted 2 hours.
Engines stopped at 12:09.
Ship was hogging, and
tearing itself apart.
Page 107
© 2011 Mark Kozak-HollandPage 108
In the operating stage the project team can minimize risks with the following techniques:
Ensure the business/operations refine SLAs,
and adhere these.
Structure support for holistic client view of
service, avoid technology silos, assign
operations sole responsibility.
Build problem-management processes around
recovery clock.
Base proactive problem-avoidance around early
warning system.
Synthesize/route timely feedback to decision-
makers.
B EST
PRACTICES
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© 2011 Mark Kozak-HollandPage 109
And take a comprehensive approach to organization, processes, and tools, a basis for continuous availability:
Monitor strategic components critical to availability.
After implementation monitor whole environment.
Investigate environmental anomalies quickly.
Identify meaningful metrics “User outage minutes” vs 99.999%.
Re-evaluate initial business case with returns and metrics.
Avoid claiming a project success too soon.
B EST
PRACTICES
Titanic Lessons for Modern Projects www.lessons-from-history.com
© 2011 Mark Kozak-HollandPage 110
Officers and crew operated in state of disbelief unable to perform effective recovery. Panic ensued amongst passengers.
Disaster assessment - 20 mins
65 mins before lifeboats ordered filled.
Hierarchical structure, physical segregation,
skeptical crew impeded information flow.
Passengers got up, went back to bed.
First life-boat left half full reluctance to get in.
Launching 16 lifeboats took over 90 minutes.
Recovery plan would have been poorly
executed.
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© 2011 Mark Kozak-HollandPage 111
Evacuation in lifeboats (#s) many of the early launched lifeboats were half empty
Boat
#
Time of
launch
Total
People
6 12:55 28
8 1:10 39
10 1:20 55
12 1:25 42
14 1:30 63
16 1:35 56
2 1:45 26*
4 1:55 40
D 2:05 44
B Floated off
Boat
#
Time of
launch
Total
People
7 12:45 27
5 12:55 41
3 1:00 50
1 1:10 12*
9 1:20 56
11 1:25 70
3 1:35 64
4 1:35 70
C 1:40 71
A Floated off
* Emergency boats with 40 person capacity
The last 2 Englehardts were floated off
upside down.
Titanic Lessons for Modern Projects www.lessons-from-history.com
© 2011 Mark Kozak-HollandPage 112
In the operating stage the project team can minimize risks with the following techniques:
Ensure disaster recovery enacted according to plan and
without hesitation.
Ensure disaster recovery plans accessible to organization.
Nominate 1 group guardian (ops) of disaster recovery plan.
Ensure staff adequately trained to follow disaster recovery
plans.
Practice and rehearse disaster recovery plans regularly.
B EST
PRACTICES
Titanic Lessons for Modern Projects www.lessons-from-history.com
© 2011 Mark Kozak-HollandPage 113
U.S. and British Titanic inquiries were set up in competition to each other
President got no response from Carpathia, sent navy
which failed to get further information
U.S. Inquiry set up when disaster numbers known
– Started one day after ship landed, Friday 19th April, 1912
British Wreck Commissioner‟s Inquiry
– Set up to start Monday, 22nd April, 1912
Competition between two which more thorough
http://www.titanicinquiry.org/
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© 2011 Mark Kozak-HollandPage 115
Following disaster U.S. and British authorities conducted post-mortems. The U.S inquiry came close to uncovering cover up.
US inquiry 82 witnesses, specialists,
technical experts.
Determined ship reached top speed,
no attempt to slow down.
Forced Bruce Ismay to stay in U.S. &
grilled over role.
Recommended
British inquiry saved White Star from
bankruptcy.
European war looming.
Condemned Captain Lord for not
responding to flares.
Criticized British Board of Trade for
lifeboat regulations.
Titanic unnerved western society‟s
faith in technology.
Olympic, served 24 year career.
• Lifeboat space for
every person on all
ships from U.S.
ports;
• lifeboat drills;
• adequate manning
of boats;
• 24-hour operation
of radiotelegraph.
Titanic Lessons for Modern Projects www.lessons-from-history.com
© 2011 Mark Kozak-HollandPage 116
Fate of Olympic – went through a refit
Already in service for 10 months
difficult to modify
Provided with full compliment of
lifeboats
Dry-docked for installation of inner
watertight skin
Watertight bulkheads extended up to
"B" deck
Ready by the spring of 1913 & back in
service
Olympic, served distinguished 24
year career before being scraped.
Evaded torpedoes in WW1
Titanic Lessons for Modern Projects www.lessons-from-history.com
© 2011 Mark Kozak-HollandPage 117
Fate of Britannic – went through a refit, with substantial increase in lifeboats
Britannic, served as hospital ship
and sunk by mine in 1916
New giant sized lifeboat davits
capable of holding 3 lifeboats
Full compliment of lifeboats
Bulkheads top to bottom
Titanic Lessons for Modern Projects www.lessons-from-history.com
© 2011 Mark Kozak-HollandPage 118
Lessons learned - what can you take from all this. Your IT project is little different to Titanic‟s project.
Roots of Titanic‟s disaster in project, compromises to safety features and elevation of expectations allowed business pressures to override operational procedures.
• This lead to numerous violations of the “rules of good seamanship”. Probability of failure very high because of inability to recognize introduced risks.
Titanic Lessons for Modern Projects www.lessons-from-history.com
© 2011 Mark Kozak-HollandPage 120
Mitigate risk from the project outset through the application of best practices at each IT project stage
100s of best practices listed by project stage:
1. Project life cycle, deliverables and iteration
2. Business case for an online operation
3. Mission critical application dependencies
4. Architectural models and frameworks
5. Enterprise application integration and interdependency
of data
6. Organizational and process elements
7. Change and problem management
8. Use of metrics, service levels objectives and
agreements
9. Use of automation and Early Warning Systems
10. Disaster recovery & business continuity plans
Implementation of one best practice can save
thousands of pounds
Project Team
Executive Sponsor
Thomas
Andrews
Bruce
Ismay
B EST
PRACTICES
Titanic Lessons for Modern Projects www.lessons-from-history.com
© 2011 Mark Kozak-HollandPage 121
Questions
This presentation will be available on-line
Mark is available to work with you and your
organization (PMs and Executives), speak
or run workshops.
Sign up for a lessons-from-history newsletter (subscribe/unsubscribe).
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© 2011 Mark Kozak-Holland
What is Lessons From History?
Lessons From History is a publishing imprint for a series of
publications for today‟s business world.
This series of business publications is based on historical
case studies.
122 Overview of Lessons From History www.lessons-from-history.com
© 2011 Mark Kozak-Holland
What does Lessons From History do?
The series uses relevant historical case studies
to examine how projects and emerging
technologies of the past solved complex
problems
The series then draws lessons for today‟s world
The series is designed to inspire people
The historical case studies are significant,
unique and inspirational
It makes the whole learning experience more
memorable.
The series should inspire the reader as these
historical projects were achieved with a lesser
technology.
123 Overview of Lessons From History www.lessons-from-history.com
© 2011 Mark Kozak-Holland
What is Lessons From History based on?
In 1978 James Burke showed an alternative way to view
history
Connections was the weaving path through history to 8
of the most significant inventions
It describes a process
– Where ideas are developed but then put on the shelf.
– The time is not right or the technology required for further
evolution not available.
– At a future the ideas are picked up again and reused.
– This time it succeeds into a stupendous result.
Lessons From History uses a similar approach
– It connects today’s project with historical projects and best
practices that permeate across projects
124 Overview of Lessons From History www.lessons-from-history.com
© 2011 Mark Kozak-Holland
How did Lessons From History originate?
In the aftermath of a major project disaster trying to convince a senior
executive in a bank to make the right decisions and investments
The use of a story set the project on the right path to success
125 Overview of Lessons From History www.lessons-from-history.com
“Whilst recovering a failed
Financial Services project I first
used the Titanic analogy to
explain to business executives
why the project had failed.
The project originally cost $2m
and took 1 year.
The project recovery cost $8m
and took 2 years.” 1994
The business executive was
flabbergasted that the project
had failed in operation.
© 2011 Mark Kozak-Holland
Why was Lessons From History evolved?
The story became a powerful learning lesson
It resonated with people
Lessons From History provided a vehicle for
individuals to have discussions about the
intangibles of projects and business, things
difficult to classify and talk about
It made it safe way to talk about issues without
disclosing an organizational name or
individuals
People enjoyed the stories
126 Overview of Lessons From History www.lessons-from-history.com
© 2011 Mark Kozak-Holland
Who is Lessons From History for?
Business organizations and people
– For example, profits, NPO, private, public
Universities and colleges
Professional Associations
– Project Management Institute
– Association of Project Management
– Professional Engineering Organization
– Certified Information Professionals
– British Computer Society PROMSG
– Data Architects Management Association
– International Institute of Business Analysts
– APICS
– CSCMP
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© 2011 Mark Kozak-Holland
The Lessons From History series is part of the Project Management course
Project Lessons from the Great
Escape is integrated into:
– ICT 4115 Project Management
Dynamics
– It has been used in 5 classes to date
– 2009 to 2011
– Over 80 students
Course Instructor
– Raymond Kaufman
128 Overview of Lessons From History www.lessons-from-history.com
© 2011 Mark Kozak-Holland
Ray Kaufman talks about how the Great Escape book helps students learn?
“The book is a quick read and the
movie paints a visual story. We
can identify with the characters
and understand their plight and
struggles. That frames the need
for project management. It
provides motivation to find out the
ending. While they are on that
journey they read examples of
problems and how they were
overcome using the project
management framework. They can
judge if they would make the same
mistakes or could fix the
problems.” RK
129 Overview of Lessons From History www.lessons-from-history.com
© 2011 Mark Kozak-Holland
The team
Growing group of authors
All business people
– project managers and architects
All share common passion for history
Much collaboration
130 Overview of Lessons From History www.lessons-from-history.com
© 2011 Mark Kozak-Holland
The Lessons-from-History series
Available at http://www.mmpubs.com/catalog/lessons-from-
history-c-4.html
Or call 1-866-721-1540
Please contact MMPUBS
131 Overview of Lessons From History www.lessons-from-history.com
© 2011 Mark Kozak-Holland
Where is Lessons From History going?
LFH is developing into a series of books and presentations
that are the foundation to learning experiences
Future catalogue
Lessons in Project Leadership from the Manhattan Project
by John Byrne
Governance in Times of Challenge
by Glenn Le Clair and Mark Kozak-Holland
ITIL Case Study: The Launch of the Titanic
by Glenn Le Clair and Mark Kozak-Holland
Legendary Leaders: Project Management Case Studies
by Joe Luttrell and Mark Kozak-Holland
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© 2011 Mark Kozak-Holland
Quotes
Quotes on events
– "This was one of the most enjoyable professional events I've attended in a long time. It was
fascinating to learn that the problems involved in working with new technology haven't
changed much over the years."
– Brian Baskerville, OSQA Logistics
Quotes on books– If we could somehow get this type of writing about history into the public schools I think that
children would only learn facts about significant events, but would also retain it because all the wonderful examples. I really feel that I learned not only some history about the great escape, but also see the PMBok applications that were used. This is a great method of teaching and learning!!
– by Eric Peterson, January 17, 2009
Publisher is MMPUBS
– An ideal publisher with a very strong track record in project
management
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© 2011 Mark Kozak-Holland
Wrap up
“What Mark has done with The Great Escape is transform it
into a brilliant case study of how PMBoK can be applied to
almost every sort of venture,”
– said David Barrett, ProjectWorld organizer and executive
director of the Schulich Executive Education Center.
“This year he conducted a seven hour marathon workshop
that was not only an incredible dissection of history, but it
addressed the most pressing problems confronted in
business operations today. How to be innovative and
survive. How to draw maximum output from talented staff.
Managing impossible obstacles. The parallels are all there.”
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© 2011 Mark Kozak-HollandPage 135
Credits and Sources
1998 MERIT Project. Best Practices in Enterprise Management.
Bonsall, Thomas E. Great Shipwrecks of the 20th Century. New York: Gallery Books.
Bristow, Diana. Titanic: Sinking the Myths.
Brown, David. The Last Log of the Titanic. McGraw-Hill.
Davie, Michael. The Titanic: The Full Story of a Tragedy. The Bodleyhead Ltd.
Hyslop, Donald, Alastair Forsyth, and Sheila Jemima. Titanic Voices. New York: St. Martin‟s Press, 1998.
Lord, Walter. A Night to Remember. New York: Holt, Rinehart, & Winston, 1955.
Lord, Walter. The Night Lives On. New York: Holt, Rinehart, & Winston, 1985.
Spignesi, Stephen. The Complete Titanic. Birch Lane Press Group, 1998.
Thompson, Harvey. Customer Value Management. McGraw-Hill, 2000.
Wade, Wyn Craig. The Titanic: End of a Dream. New York: Rawson, Wade, 1979.
Wels, Susan. Titanic: Legacy of the World‟s Greatest Ocean Liner. Alexandria, VA: Time-Life Books, 2000.
Illustrations were used courtesy of the Ulster Folk & Transport Museum
Titanic Lessons for Modern Projects www.lessons-from-history.com