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3 Steps to Professional Project Management: Case Study
1. Efficient Process 2. Competent People 3. Shared Understanding
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3 Steps to Professional Project Management
Strategy Efficient process, competent people, shared understanding.
1. Create and embed a light-weight, end-to-end project delivery framework 2. Create and embed a PM competence and learning & development framework 3. Manage and develop project delivery stakeholders
Implementation Measure, benchmark & improve.
Results 5 year case study
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Objectives: Holistic, Long-term Team • Match team to portfolio
• Mix of new, middle & senior PMs • Develop common SMART objectives • Benchmark and align pay & benefits • Learning & Development
• Develop PM Competency Framework aligned to APM & business
• Drive PM Qualification & Certification • Run regular PM Forum to share best practice • Embed mentoring & coaching • Develop PM team feedback
• Succession Planning • PM career development • Identify new PMs: internal & external
Results • Develop scalable project governance & review • Analyse and reduce project loss: frequency & scale • Improve project cash-flow
• On-time payment milestone delivery • Payment milestone invoicing & payment
• Deliver better than budget project portfolio result
Customers • Listen to and act on feedback: internal & external • Measure and increase repeat business • Improve customer change control • Measure and increase customer satisfaction
• Increase on-time project completion • Seek and act on customer feedback
Processes • Create a unified, efficient process framework
• Co-ordinate best practitioner process development • Actively increase understanding and use
• Rationalise engineering tools & align to process • Benchmark and embed improvements
• CMMI-Dev: Achieve CMMI Maturity Level 3 • EFQM: Achieve >650 score
• Close the loop on lessons learned: don’t record & forget
Ensure PM competence matches project value, risk and complexity: availability should not be the only
PM selection criteria
Competence: the combination of knowledge and relevant experience
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Project Delivery Framework
OpportunityAssessment
CONCEPT PHASE
Study Planning
IMPLEMENTATION PHASEDesign Iteration A Design Iteration B
DesignDesign Manu-facture
Site/Final Acceptance Test
Field Trial
Interoperability Test
New Product Introduction (NPI)
Process Design Process Trials Process Proving Ramp-up
Sales & Marketing Definition
Service Definition Service Roll-out
Launch
Volume Production,Sales & Service
End ofLife
G3
ImplementationApproval
G4
ASamples
G5
BSamples
NPI Launch
G7
SalesRelease
G8
ProductSign-off
G9
TerminationDecision
Design/Build/Test
...Increment 1
...
SystemTest
Design/Build/Test
Increment n...
...
SystemTest
Test TestManu-facture
Software &Firmware:
Hardware:
G2
Full Business
Case
G0
Idea
Syn
chro
nisa
tion
Gat
esC o
n c
u r
r e
n t
L
i f e
c y
c l e
P
r o
c e
s s
e s
G1
InitialBusiness
Case
PDRPreliminary Design Review
FDRFinal Design Review
G6
CDRCritical Design Review
PRRProduction Readiness Review
TRRTest Readiness Review
1 2 3 4 5 6 7 8 9 10 11 12
Typical Timeline
Let the best practitioners own the process Get advice from process experts to ensure consistent process development
Process describes how we do what we do
Gate reviews – timed before significant spends – check work is synchronised and the business case still valid
A chance to stop or change the approach if necessary
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Clear separation of Policy, Process and Guidance
Topic Policy Process Work Instruction
Tools Map Template Guide Owner Form
Lifecycle P01 PR01 WI01-00 to WI01-99
TM01 T01-00 to T01-99 G01 Process Owner F01-00 to F01-99
Bidding P02 PR02 WI02-00 to WI02-99
TM02 T02-00 to T02-99 G02 Bid Process Owner F02-00 to F02-99
Project Management P03 PR03 WI03-00 to WI03-99
TM03 T03-00 to T03-99 G03 PM Process Owner F03-00 to F03-99
20 topics cover whole lifecycle
A little mandatory process
A lot of guidance material including templates and examples from real projects
Project acquisition & delivery focus
Similar structure for operations
1. Lifecycle
2. Bidding
3. Project Management
4. Quality Assurance
5. Procurement
6. Requirements Management
7. Systems Engineering
8. EMC
9. Antenna Development
10. Digital Design
11. Mechanical Engineering
12. Electronics and PCB Design
13. FPGA & Digital ASIC Design
14. RF ASIC Design
15. RF Engineering
16. Software Engineering
17. DSP Engineering
18. Test
19. Manufacturing and Production Engineering
20. Service & Support
Audited Process < > Guidance & Training Material
Practitioner Peer Groups for each area assist buy-in and development Cut the clutter! Keep the best, delete the rest Pinch with pride!
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Example Process
Concept Planning Phase ProcessCategory F ProjectsCategory A to E Projects
A single concept is detailed sufficiently to quote for a fixed price implementation
RequirementsSystem Design
Electronics Subsystem DesignMechanics Subsystem DesignAntenna Subsystem Design
FPGA Subsystem DesignSoftware Subsystem Design
System Design Review
Concept StudyPhase
Define System Requirements
Requirements [18]
Analyse & Refine System Design
Subsystem Design
Define Subsystem Requirements
RequirementsSystem Requirements
[18][18.1]
RequirementsSystem Requirements
Subsystem Requirements
[18][18.1][18.2]
Integration Planning
SW Drop PlanFPGA Drop PlanIntegration Plan
System DesignBlock Diagrams
PCB Shapes & Component PlacementBoM & NRE Summary
FPGA Interface SpecificationFPGA Pin Allocation Table
System Design [19] Define Test Concept
System Modelling
Block DiagramsLevel Plans / Link Budget
[19.2][19.6]
[19][19.2][19.4][19.5][19.7][19.8]
System DesignSubsystem Design
Electronics Subsystem DesignMechanics Subsystem Design
3D ModelsMechanics Rapid PrototypesAntenna Subsystem Design
FPGA Subsystem DesignFPGA Behavioural Simulation Scripts
FPGA Complexity AnalysisSoftware Subsystem Design
Iterative
Cost ReductionFeature RevisionDesign Selection
Make/Buy Decisions(possible sub-contracts)
Test Planning
Test Concept
[21]
Test ConceptTest Plan
Product Integrity TestsSystem Tests
Subsystem TestsIntegration Tests
[18][19][25][26][27][28][29]
[21][22][22.1][22.2][22.3][22.5]
System FMEA
ManufacturingKick-off Workshop
Write Production Test Plan
ManufacturingConsensus
System FMEA
Production Test Plan
Refine PCB Component Placement
PCB Shapes &Component Placement(inc. screening plan)
Schematic Capture
1
[19.4]
[20]
[31][30][32]
[24]
Product Integrity Plan [6]
[19][19.1][25][26][26.1][39.2][27][28][28.1][28.2][29]
Spreads understanding & cooperation
Informs work breakdown and scheduling: acts as a memory jogger
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Manage Risk and Control Change
Pre-Bid Bid Concept Implementation
Acquisition Delivery
10 – 25% 75 – 90% Price:
Opportunities
Threats
Volume
Time
Active Risk Management – throughout the lifecycle – to deal with uncertainty
Uncertainty Knowledge
Contractual Risk Reduction
Reduce risk to <20% of contract value before going into implementation
Get under contract in phases to match the level of risk at each phase
Gate Reviews: focus on risk, check for change
Run all projects as if they are fixed price
Bid and Concept Phase Lots of unknowns = lots of risk Scoped time & materials – if you can Joint activity with customer Get fundamental approach right
Need to do work to acquire knowledge Better able to estimate the job Early work defines final result
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Risk Register: Risk Summary – with Risk History
The saved baselines in the Risk History show the Risk development over time Managing upside risk as important as managing downside risk – and can offset threat impact
Qualitative risk management, using an Excel Risk Register tool
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Risk Register: Risk Event List
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Risk Register: Example Risk Event
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Risk Register: Probability Impact Diagram
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Consistent Planning Strategy (Need)
Contingency
Opportunities
Enhancement Tasks
Secondary Risks
Product Breakdown Structure
Work Breakdown Structure
Work Packages & Tasks
Estimates
Zero Risk (Deterministic)
Cost
INFORM
Inform / Offset
Threats Mitigation Tasks
Programme & Project
Set-up
INFORM
Project Delivery Process,
PDP
Risk Register Tool, RRT
Risk Management Strategy, RMS Risk Management Plan, RMP
Held at Board level: Project, Programme or Business
Held at Project & Programme level
If cost effective
Contingency
Project Risk Pot
Estimation Uncertainty
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Funding Estimation Uncertainty
The business Risk Appetite can inform what probability to use, e.g.: 10% Team Target (likely risks do not occur) 50% Best Estimate (as many risks occur as not) 90% ‘Safe’ Estimate (several unlikely major risks occur) One strategy:
Estimation uncertainty ‘project risk pot’ = deterministic cost – 90% cost Reward using less of this risk pot, but recognise that a proportion is likely to be required This encourages behaviour that enhances results whilst recognising uncertainty and setting realistic expectations PMs use project risk pot to ensure delivery to the deterministic end date Drives the right behaviour in the team – to deliver on their Most Likely estimates Selective 4 point estimating maintains competitive pricing
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Ensuring Team Delivery
Same team to bid, estimate and deliver Agile Sprints and Burn Down charts Scrum: daily meetings, limited sprints to develop end-to-end testable features, etc. Use of Burn Down charts to display progress for all to see Team really buy-in and like to see themselves “below the line” Suitable length expected to be around 4-6 weeks Burn Down chart example on next slide: Interesting dynamics and effects clearly visible VHDL Team, 10 week sprint which was too long, too much to verify at the end Co-locate teams whenever possible and mix the team disciplines and grades Flexi-time, reward/recognise contribution beyond the norm, exceptional results bonus
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Burn Down Chart Example
Team take corrective
action!
Burn Downs get the team
to engage with the plan
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PM Excellence Programme
A Learning & Development programme for project managers Incorporating a competence framework based on the APM competence framework Each project manager owns a Portfolio, Programme & Project Career Review tool, or CRT
– The CRT encapsulates their career to date: • Education & Continuing Professional Development • Bid and project experience • Competence self assessment • Summary of achievement compared to their next career level up • Next step planning
– Objectively compares their performance with their peers – Helps set learning & development objectives – Clearly shows the next steps to advance their career – Built on Portfolio, Programme & Project best practice
CRT used for promotion and certification reviews and annual performance assessments
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Best Practice Peer Review
A quarterly PM Forum – 1 day best practice workshop – build a supportive PM community – close the loop on lessons learned The PM Excellence Programme submitted for APM Corporate Accreditation APM professional body membership encouraged APM qualifications required for jobs matched to IPMA levels A to D All category A to D projects peer reviewed PM Certification by internal review panel with external PM chair
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3 Steps to Professional Project Management
Strategy Efficient process, competent people, shared understanding.
1. Create and embed a light-weight, end-to-end project delivery framework 2. Create and embed a PM competence and learning & development framework 3. Manage and develop project delivery stakeholders
Implementation Measure, benchmark & improve.
Results 5 year case study
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Case Study: Project Portfolio
The methods described were used in a contract R&D business with this project portfolio
Many complex projects, according to the APM definition
Projects were categorised to enable PM competence matching. Category A is the highest value, risk and complexity, F the lowest.
41 (40 External & 1 Internal) category A to D projects 70% of overall project portfolio by value PM was now always a career PM Average contract value: £1.3m Largest project: £15m fixed price Average duration: 18 months
334 (234 External & 100 Internal) category E & F projects PM remained typically an engineer Average contract value: £90k Average duration: 9 months
Red 8
3%
Amber 14 5%
Green 353 92% Project
Status
External 275 73%
Internal 100 27%
375 Projects
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Case Study: Over-Budget Project Root Causes
Year 1 An analysis of project over-spend root causes showed poor and inconsistent project management skills as root causes None of the PM team held any PM qualifications or professional PM body membership
1
1
1
2
2
3
3
4
5
5
9
16
0 10 20
Relocation
Order Reduction
Staff Competence
Grade Mix Change
Customer Dependency
Production Data Pack
Staff Availability
System Design
Integration & Test
Supplied Code Issue
Other
Incorrectly Bid
Project Management
Test Failure
Underestimation
Over Budget - Root Cause Frequency
Year 1
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Case Study: Portfolio Objectives Progress after 5 years Team • Match team to portfolio
• Mix of new, middle & senior PMs • Develop common SMART objectives • Benchmark and align pay & benefits • Learning & Development
• Develop PM Competency Framework aligned to APM & business
• Drive PM Qualification & Certification • Run regular PM Forum to share best practice • Embed mentoring & coaching • Develop PM team feedback
• Succession Planning • PM career development • Identify new PMs: internal & external
Results • Develop scalable project governance & review • Analyse and reduce project loss: frequency & scale • Improve project cash-flow
• On-time payment milestone delivery • Payment milestone invoicing & payment
• Deliver better than budget project portfolio result
Customers • Measure and increase repeat business • Improve customer change control • Measure and increase customer satisfaction
• Increase on-time project completion • Seek and act on customer feedback
Processes • Create a unified, efficient process framework
• Co-ordinate best practitioner process development • Actively increase understanding and use
• Rationalise engineering tools & align to process • Benchmark and embed improvements
e.g. • CMMI-Dev: Achieve CMMI Maturity Level 3 • EFQM: Achieve >650 score
Continuous Improvement Significant Change Ongoing Significant Change Required
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Case Study: Results after 5 Years
13%
17%
15%
8%
-52%
Year 5
Year 4
Year 3
Year 2
Year 1
Overall Project Results Result vs. Budget
• Transformed portfolio results • Happy customers • Happy Project Managers
• Estimation still #1 issue but reduced in frequency • ‘Project Management’ no longer an issue
1
1
1
1
1
2
2
5
5
5
6
8
11
0 10 20
Project Management
Relocation
Supplied Code Issue
Order Reduction
Incorrectly Bid
System Design
Staff Competence
Production Data Pack
Other
Customer Dependency
Test Failure
Integration & Test
Staff Availability
Grade Mix Change
Underestimation
Over Budget - Root Cause Frequency
Year 5
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PM professionalism is the key to transforming project results. There is no short-cut to consistently good project results. Project management is hard: projects are more complex, stakeholders more demanding and the competences required cover a hugely diverse range of subjects. Executives often behave as if a PM were only as good as their last result. Competence is one required element, but the environment must also be conducive to efficient project delivery. Project delivery process and tools and the culture of the business must be aligned. The strategy described here isn’t fast, cheap or easy. It is however transformational, long lasting and ultimately pays for itself many times over.
Summary
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Author Profile
In my board role I led a team of 22 Project Managers and 5 Quality Engineers, and ensured Roke’s £79m project portfolio delivered better than budget profit. I set-up and ran a virtual PMO and created REP, the Roke Engineering Process, also managing the engineering tools to support it.
After 4 years as an electronics engineer for Siemens, achieving Chartered Engineer, I moved into project management for 14 years, at Siemens and Roke Manor Research. Successfully delivering Roke’s most challenging whole lifecycle product developments on time and under budget led to a role as Director and board member for 6 years. In 2013 I returned to hands-on project management as Programme Director at Cambridge Consultants, founder member of the Cambridge Science Park.
Creator of the APM corporate accredited PM Excellence Programme, I chaired a quarterly PM forum to share best practice and built a supportive PM community. I coached seven PMs to RPP, five to PQ, and all passed APMP.
These investments in PM professionalism led to a turn-around and annual improvement in project results across a 400 project portfolio and delivered an above budget performance in five consecutive years with profits totalling £7.9m above budget.
Passionate advocate of PM professionalism, Fellow of the APM and the IET and author of articles published in Project and PM Today.
Professional Development
Winning Project Work
Planning
Estimating
Risk Management
Earned Value Management
Change Control
Stakeholder Management
3 Steps to Professional Project Management: Case Study
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