© francis hartman 2001 smart management™ what goes wrong on projects francis hartman phd feic...

© Francis Hartman 2001

SMART Management™

What goes wrong on projectsFrancis Hartman PhD FEIC MIMgt PEng

TeleconferenceCalgary, April 2001


Agenda

Do we have a problem here?What SMART Management isWhy it works betterSome examples


Do we have a Problem?

Time to commute?Buy me a car . . .A typical family outing . . .Getting a haircut . . .

The IDAHO test


Predictions . . .

2001

Change Management

Distributed Teams and PM Maturity

Stakeholder Alignment

Alliances/ Better Contracts

Risk Management

20001999

19981997

1996

Executive Level PM

International PM Standards

Business Clusters

Trust

C.R.Contracting

Enterprise Evolution

WAG!

20022003

20042005

2006DDF+


What is so different?

Technology2

Complexity (merging, competing, partnering…)

Uncertainty, harder to predict outcomesBetter Business relationships

Can we learn from this? Needed Predictability Better Results


Why SMART PM?

Faster and Cheaper ProjectsHigher end-customer satisfactionLower team Stress and turnoverBetter quality and creativityEasier to make mid-course correctionsEliminate “wrong” ProjectsReduce rework and “churn”


The PM “Stuff”

CPM PowerPassion PowerJust-go-do-it - the Strategy disconnectPM is technical and tactical - career

limiting, so not the best?Lots of Detail - lose the big pictureMeasure the wrong stuff!


Management made Wrong - STUPID Cycle

Promise and Lie

Team ofSuperheroes

Confirm the LieDelivery -

and Lie some more . . .

Blame

Punish theinnocent,

Reward the Uninvolved


Management made RIGHT - SMART Cycle

ProjectObjectives

ProjectTeam

ProjectCharter

ProjectDelivery

CompletionLearning


Are we SMART today?

Concept Dev’t Design Impl’n Accept Operation

Optimism Comp’cy Panic Anger Hate Disapp’t Concep

t

Optimism

INSANITYINSANITY


SMART™ Program Charter...

S.B.SS.B.S

MissionKRAs

(Stakeholders)

Deliverables

Exclusions

3-D Schedule3-D Schedule

Won,Done, WhoWon,Done, Who

3 Questions3 Questions

O ImpactO ProbabilityO ControllabilityO Monte Carlo SimulationO RegisterO Mitigation PlanO Contingency Mgt.

O ImpactO ProbabilityO ControllabilityO Monte Carlo SimulationO RegisterO Mitigation PlanO Contingency Mgt.

$,t,Q$,t,Q

PriorityTrianglePriorityTriangle

Carley Graphor P.E.V.Carley Graphor P.E.V.

RACI+ ChartRACI+ Chart Risk ManagementRisk Management

DeliverableDeliverableDeliverable

DeliverableDeliverable

Deliverable Deliverable

ProcessP/L/O/T

ProcessP/L/O/T

ProcessP/L/O/T

ProcessP/L/O/T

Decision Decision

NeedsNeeds NeedsNeeds NeedsNeeds NeedsNeeds

Project Details

O DeliverableO Gantt ChartO People/RolesO Plus...

t $


Priority Triangle

Time Performance

Cost

XX


Alignment with 3 Questions

Who? Won? Done?


Putting it together. . .

Open Communication

Ownership

Risk-taking

Creativity

Fun

Tribalism

Trust


Icons

Icons are specific to a user Summary of status of their span of

controlSensitivities set by userDriven by business not by procedureCurrency maintained through time-

outs


Preview: SMART Trust Model - 1

Emotional Competence EthicalUnconscious Evidence based Experiential(Irrational) (Stable) (Volatile)

SMART Management MatrixPh

ase

or

Stat

e*

Focu

sW

hat w

e

do (& u

se)

Trus

t**

Span

of

Con

trol

Sust

aina

bilit

ySh

are

Val

ue(V

S)

Cha

nge

Stat

e

(Gro

wth

)

Vs=f(R+Ef(S))GAS - HOT

LIQUID - WARM

SOLID - COLD

SocialSocietalCultural

BusinessCommerce

Political

ToolsTechnologyTechnical

Competence

(Knowledge)

Process(Procedure)

Delivery(Tools)

Intuitive

Integrity

Competence Project

Program

Enterprise FutureWINNER

Today’sCHANGE

StableOPS.

Vs=f(R+E)

Vs=f(R)

Master(Lead)

Journey-man

(Comply)

Apprentice(Follow)

* Inspired by and Adapted from Jennifer Krahn**Developed with input from Elke RomahnCONTACT: [email protected]:(403)239-0207 Cel: (403)667-7338

R = Return; E = Expected Return; S = Shadow Expectation

Francis Hartman Holdings Ltd. 2001


Summary

Strategies are just large programs or projects

Manage objectives in a business as Deliverable Items

Use rolling wave budget and planning approaches - so you can roll with the punches

Be SMART and Keep it Simple...


Released in April 2000

PEOPLE SAY:•A better way •It is so simple•I am using it already

PEOPLE KNOW:•SMART Saved us over $60 million on the first project •…expect over 25% cost and time reduction•Savings are only the beginning…

Amazon.comtop 2% since

publication

Amazon.comtop 2% since

publication


Any questions?Any questions?


Who has used S.M.A.R.T. ?

Shell Carewest KPMGNortel C.R.H.A. Alliance PipelineAmoco Glenbow Museum Prairie CoalTerradyne O.E.C.D. Revay and Assoc.Titan Electric SNC-Lavalin Nova ChemicalsAgra Monenco Imperial Oil TransCanada Pipe-Mobil Vanbots linesSyncrude Digital C.D.C.PanCanadian R.S.I. InfotechBanff Centre for Arts Nowsco Banff M’g’t Centre

. . . and numerous other companies and individuals involved in the development of SMART Project Management™

© francis hartman 2001 smart management™ what goes wrong on projects francis hartman phd feic...

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