1 p roject o versight f undamentals derek riphagen june 2011
TRANSCRIPT
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PROJECT OVERSIGHT
FUNDAMENTALS
Derek Riphagen
June 2011
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WHAT ARE SOME OF YOUR CHALLENGES?
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WHY PROJECTS ARE SUCCESSFUL
User Involvement Executive Support
Project Sponsorship
Project Manager Project Fundamentals & Leadership
15%
34%51%
Failed
SuccessfulChallenged
“When a project fails, it’s rarely
technical.”
Jim JohnsonThe Standish Group
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Setting the Project Structure
Vetting the Plan
Monitoring and Controlling
AGENDA
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PROJECT LIFECYCLE
StrategyPlanning &
Budgets
Project Lifecycle
Production Lifecycle Retirement
Implement ClosePlan ExecuteInitiateProjectPhases:
SETTING THE PROJECT STRUCTURE
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GOVERNANCE
Project oversight is about good governance
Good governance sets the stage for a successful project
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SOME KEY DIFFERENCES …..
Project environment
It is a change of the status quo Time limited
(defined start and end dates) It has a budget Typically has dedicated skilled
resources (proven ability) Distinct phases and
deliverables Specific outcome tied to a
commitment Task focus
Line environment
Long-term support of company strategy
Employee development & growth Doing as much as can be done
within a given budget year Service-minded Directional focus Operational in nature
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FUNCTIONAL SUPPORT
• Contracts
• Training
• Human Resources
• Project Office
• Architecture Group
• Other
PROJECT STEERING COMMITTEEPROJECT SPONSOR
PROJECT MANAGER
A Typical Project Organization Structure
THIRD PARTIES
• Vendor
• Regulator
• Customer
Subject Matter Expert(s) (SME)
TECHNICAL LEADERBUSINESS LEADER
PROJECT SPONSORPROJECT SPONSOR
Project Oversight
Project Team
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Organizational Structure Comparison
STEERING COMMITTEE
TECHNICAL LEADER
BUSINESS LEADER
PROJECT SPONSOR
PROJECT MANAGER
CEO / CHAIRMAN
COMPANY ORGANIZATION
BOARD
PRESIDENT or COO
VPVP
PROJECT ORGANIZATION
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Execution Scope, Schedule & Budget
Project governance Business outcomes Business value
Effective
Working Relationship
Sponsor Project Manager
Roles and Responsibilities
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RELATIONSHIP
Remember that as a Sponsor, your Project Manager must be your best ally
Take time to build the relationship Make sure the project manager is in tune with your
needs Ensure you have the necessary confidence in your
project manager
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The Sponsor is usually the senior person from the company’s business area for whom the solution is being implemented and will most likely be the major recipient or beneficiary of the derived business benefits
SPONSOR ROLE
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SPONSOR RESPONSIBILITIES
Sets the vision Chairs the Steering Committee Selects Steering Committee members Appoints the project manager Approves project budget and plan Monitors project execution Deals with escalated issues and changes to the plan Champions the project in the organization Provides project governance
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Committed
Empowered
Business Focused
Consistent
Demanding
Visionary
Mine Sweeper
Decisive
Communicator
Credible
A Good Sponsor Is ……
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Members of the SC, assist the Sponsor with his/her duties
Stakeholders are usually present or at least adequately represented on the SC
The SC provides project governance
STEERING COMMITTEE ROLE
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STEERING COMMITTEE RESPONSIBILITIES
Members of the SC, through the Sponsor, provide high level business and technical guidance, direction and advice to the Project Manager so as to ensure the project delivers the maximum overall benefit to the company
Be part of the coalition
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Project size, reach and impact
Risk
Knowledge
Authority
STEERING COMMITTEE CONSIDERATIONS
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The PM is responsible for planning, leading, organizing, directing, monitoring and controlling the project execution along with delivering a quality result on time and within budget according to the parameters set out in the project plan and any subsequent approved changes to the scope, schedule and budget
The PM reports to the Sponsor
PROJECT MANAGER ROLE
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PROJECT MANAGER RESPONSIBILITIES
Develops the project framework
Develops the work plan
Determines resources, schedule and budget
Obtains approval for the baseline plan
Manages and controls the project execution
Provides regular progress updates
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PROJECT MANAGERRESPONSIBILITIES
Project Framework
Develop Work Plan
Resource Requirements
Develop a Schedule
Prepare Budget
Develop Project Controls
Approve & Baseline
Plan
Identify Stakeholders
Specify Activities and Tasks
Determine Personnel Resource Requirements
Assign Tasks to Resources
Establish Project Standards
Determine Objectives
Determine Best Estimate
Determine Hardware/ Software Requirements
Put on Calendar w/ Milestones
Establish Project Reporting
Define Scope Determine Order of Tasks
Determine Space, Other Requirements
Document Issue Resolution Process
Identify Constraints
Document Change Mgmt Process
Determine Approach
Define Key Deliverables
Develop Risk Management Plan
Plan a Project
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PROJECT MANAGER SKILLS
Project management competencies
Leadership
Communication
Track record
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PROJECT MANAGER SKILLS
Project management competencies
Planning Estimating Organizing Delegating
Decisive Judgment Interpersonal
Tools Track record Business savvy
Professional designation?
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PROJECT MANAGER SKILLS
Leadership skills/styles
Collaborative Demanding Fair Consistent Situational Teamwork Honest
Learning experience?
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PROJECT MANAGER SKILLS
Excellent and mature communication
Verbal Written Presentation Concise Clarity Unambiguous Accurate, honest and complete Audience sensitive
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PROJECT MANAGER SKILLS
Track record
Previous experience on similar projects Success and failures
Subject matter expertise?
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PROJECT MANAGER ATTRIBUTES
Initiative
Motivation
Perseverance
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INITIATE PHASE ESSENTIAL QUESTIONS
Establish the relative priorities
ScopeSchedule
Cost
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INITIATE PHASE ESSENTIAL QUESTIONS
Project ReviewsSet up
Progress
Lessons
Use them
Plan for them
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INITIATE PHASE ESSENTIAL QUESTIONS
Is the vision clear? Is my organization structure correct? Are the roles defined? Are the responsibilities clear for each role? Do I have the right project manager for the project? Do I have the right skills and knowledge represented on the steering committee? Are the lines of communication between roles clear and understood by everyone? Are there any conflicts of interest? Do I have confidence in the project manager? Do I trust the project manager? Have I delegated the right authority to the project manager? Does the delegated authority align with the project manager’s responsibilities? Is the budget and timeframe reasonable? Do I understand what success looks like? Is the project positioned for success? Will I fulfill my role expectations and responsibilities towards the project for the duration of the project? Should I instruct the project manager to plan for a project review?
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VETTING THE PLAN
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StrategyPlanning &
Budgets
Project Lifecycle
Production Lifecycle Retirement
Implement ClosePlan ExecuteInitiateProjectPhases:
VETTING THE PROJECT PLAN
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VETTING THE PLAN
TIPS:
Ask lots of questions
Get answers from the Project Manager that make you feel comfortable
Things to watch for…
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VETTING THE PLAN
Vision Who? Why? (Decisions, Focus, Commitment) Unambiguous?
Scope S.M.A.R.T. (Specific, Measurable, Agreed, Realistic, Time-boxed) Include, exclude, dependencies, completeness? Is Scope controllable? Will we know we are done?
Watch for “Miracles”
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VETTING THE PLAN
Objectives Explicit, Measurable, What you need?
Deliverables Measurable, Comfort
Slack time or float What is it? Why have it? How much?
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VETTING THE PLAN
Contingency What is it? How much?
Approach Alternatives considered
Decision points and Exposure How much time How much money
Estimates Who was involved Understand how estimates were arrived at Optimistic or pessimistic or reasonable Task duration
Dependencies
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VETTING THE PLAN
Resources Leveling Loading Availability
Is it a good thing that the project manager is “doing”
as well as managing?
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VETTING THE PLAN
Success
Define for both Project and Company
Why do you need to define success?
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VETTING THE PLAN
RISKS
ASSUMPTIONS CONSTRAINTS
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VETTING THE PLAN
Risk probabilities are ranked (H, M, L) Risk impacts are ranked (H, M, L) Mitigation plans must exist for all H, H
HIGH
LOWImpact
HIGH
LOW
Pro
bab
ility
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VETTING THE PLAN
Challenge the project manager and pay attention to the response you get
If uncomfortable with the response, probe further or take action until your concerns abate
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MONITORING & CONTROLLING
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StrategyPlanning &
Budgets
Project Lifecycle
Production Lifecycle Retirement
Implement ClosePlan ExecuteInitiateProjectPhases:
MONITORING & CONTROLLING
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MONITORING & CONTROLLING
Project Baseline Schedule Budget Scope
Change Management process
ScopeSchedule
Cost
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“No Surprises”
What is meant by this?
MONITORING & CONTROLLING
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It’s all about trends and variances
MONITORING & CONTROLLING
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MONITORING & CONTROLLING
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MONITORING & CONTROLLING
Temp
Engine
Oil Pressure Speed
Transmission
Windshield
Battery
Fuel
RPM
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MONITORING & CONTROLLING
Fuel
llllllllllSpeed
RPML H
Oil Pressure
D CBattery Engine
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MONITORING & CONTROLLING
Time
Cu
mu
lati
ve $
Cumulative Budget
Cumulative Cost
Project Financial Summary
Plan
Actual
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MONITORING & CONTROLLINGAS OF: 23 July 20XX
WEEK ENDINGOct
2 9 16 23 30
1 3 10 17 24
6 13 20 27
^ ^
^^
^ ^
^ ^
^ ^
^^
Analysis
Online Screens
Test & Implement
Reports
Test & Document
Project Mgmt. &Supervision
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MONITORING & CONTROLLING
Milestone Schedule
Milestone Planned Date Revised Date Actual Date
User Requirementssign-off
March 20 March 25March 27
April 4
Plan Approved bySteering Committee
April 12 April 12
Detailed DesignSign-off
May 30
…….…..
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MONITORING & CONTROLLINGMONTHLY PROGRESS REPORT
Project Name MonthProject Manager
Indicator Red (R) Yellow (Y) Green (G) Comments
ScheduleScopeBudgetTechnicalBusiness ResourcesTechnical ResourcesProject overall
Flag Definitions Red(R)
Yellow(Y)
Green(G)
Schedule Progress has slipped more than 15% from the approved plan. Interim milestones missed. Project completion date has >50% probability of being missed.
Progress within +/-15% of approved plan. Some interim milestones will be late. Final completion date will be met.
Progress within +/-10% of approved plan.
Scope Complexity is increasing. Changes will not fit within the current schedule and budget.
Some scope changes. Complexity unchanged. Can be absorbed within current schedule and budget.
Defined and stable.
Budget Spending to date has deviated more than 15% from the approved cash flow. Forecast project cost is >15% over budget.
Spending to date within +/-15% of approved cash flow. Forecast project cost exceeds +10% budget tolerance but not greater than +15% of the budget.
Spending within +/-10% of approved cash flow.Project cost within 10% budget tolerance.
Technical Issues impacting one or more of cost, schedule, complexity and quality
Issues exist.Resolution identified.Issues may impact cost and schedule.
No issues affecting cost and schedule.
Business Resources Key resources are unavailable.Key skills/knowledge is unavailable to the project.
Key resources are not meeting commitments of time or content deliverables.Some skills and knowledge is unavailable to the project.
Project has resource levels, skills and knowledge to meet the project plan.
Technical Resources Skills are unavailable.Inadequate resources to meet the plan.
Skills unavailable. Resolution in progress.Inadequate resources. Resolution identified.
Project has resource levels, skills and knowledge to meet the project plan.
Project overall One or more Red FlagsThree or more Yellow flags.
Three or more Yellow flags that are likely the forerunners of other soon-to-surface project issues
All Green flagsOne Yellow flag
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MONITORING & CONTROLLING
Issues and ChangesLog
Sponsor & Steering Committee responsibilities Review escalated issues Resolve escalated issues Timely action
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MONITORING & CONTROLLING
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MONITORING & CONTROLLING
Report frequency considerations
SizeProfileRiskPhasePerformance
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MONITORING & CONTROLLING ESSENTIAL QUESTIONS
It’s all about trends Budget Schedule Forecast to completion Assumptions and Risks Issues (number, open and/or resolved) Scope changes (number, timing) Water cooler talk
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IMPLEMENTATION
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StrategyPlanning &
Budgets
Project Lifecycle
Production Lifecycle Retirement
Implement ClosePlan ExecuteInitiateProjectPhases:
IMPLEMENTATION
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IMPLEMENTATION
If you and the project manager have been fulfilling your responsibilities
Your staff are on side and supportive Your staff are trained The project team starts dissolving and moves into a transitional
support role The line organization takes operational ownership
...and it should be relatively seamless
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CLOSING THOUGHTS
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CLOSING THOUGHTS
Planning is a means to an end not an end unto itself Effort doesn’t disappear – it merely moves earlier or later in the
project lifecycle Done or not done
Take time to do it right the first time, avoiding taking more time later to control damage and increase the
risk to the business results.
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CLOSING THOUGHTS
If not evident (written down), assume it doesn’t exist
Use judgment balanced with your comfort tolerance
Be consistent in expectations
Project manager reacting rather than anticipating
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CLOSING THOUGHTS
What will you be doing differently?
Ask more questions
Expect more definitive answers
Fulfill your role obligations
Make sure the PM gives you what you need when you need it
Understand what you’re given
Communicating
…..
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CLOSING THOUGHTS
It’s all about – fundamentals Project Management Skills Clarifying Roles & Responsibilities Setting and managing expectations Good governance
It’s all about – leadership Effective relationships Focusing effort wisely Dealing with issues Standing up for your principles Communication
Finally – nothing covered today should be viewed as optional for disciplined execution and consistent, predictable, successful outcomes to projects.
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Project management
Business process innovation
Business systems analysis
Organizational change management
www.ethier.ca
(403) 234 8960
Business improvement through
people and technology
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SCENARIO 1
Situation You are the Sponsor-in-waiting for a new $10 million system that will greatly
enhance the capabilities and throughput of your business area in particular, but will also likely cause process and information flow changes in two other business areas of the company. The anticipated solution is likely going to be a purchased commercial application that will have to undergo significant customization, as the package is not written for the Canadian market. The vendor is located in the US and has no Calgary presence. You are getting considerable pressure to provide a learning opportunity for a Project Manager whose previous experience in dealing with vendors is limited, as is his/her experience in managing a project of this size and complexity.
Group assignment Discuss the options you, as Sponsor, would consider that would ensure the
project is launched on the right footing.
Suggested framework for the group List your concerns. List options that you would consider. Prepare recommendation (point form) as to your next steps.
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SCENARIO 2
Situation You are the Sponsor of a project that was known to be risky due to the leading edge
technical know-how that was needed. The monthly project progress report has just landed on your desk. There are 5 new issues being reported this period. All are significant and are technical in nature. There are still 3 open issues out of the 4 reported from the previous period. This is month 5 of the project. The project was slow ramping up. Your Project Manager is very strong technically. Two key milestones have been missed this period and 2 "control" milestones have been completed ahead of plan. Your feeling is that the project is about a month behind schedule at this stage. (This is a 12-month project.) Financial information provided in the form of cumulative expenditures to-date show under-spending of 10% to 25% in all the prior periods, but in this period spending is consistent with the planned expenditure for the period. Your Project Manager is assuring you "that the team will catch up and meet the plan" and that you are worrying unnecessarily.
Group assignment Is there a problem? Will the project meet the project end date? Be prepared to present your findings and conclusion in point form.
Suggested framework for the group Discuss what actions you would take. Discuss the information you need to clarify your concerns. Discuss any changes to the project that may be required.
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SCENARIO 3
Situation Your Project Manager has identified a scope change that would significantly
enhance the usability of the application under development. If adopted, overall project costs will increase 50% and the end date will slip an estimated 4.5 months. This is an 11-month project. This will result in the implementation falling during the most inopportune time for your users - budget preparation time. Retro-fitting the suggested change after implementation will likely double the costs of the enhancements and will require significant retraining of the users.
Group assignment Would you approve or reject the proposal to include the scope change
within the project?