31032010 we bbt workshop project management
TRANSCRIPT
www.kluweropleidingen.be
Project Management
Do’s and Don’ts
Steven Deneir
www.prooptimize.be
www.kluweropleidingen.be
Agenda
Introduction
Do’s and Don’ts
Closing
Questions whenever you want!
www.kluweropleidingen.be
Agenda
Introduction
Do’s and Don’ts
Closing
Questions whenever you want!
www.kluweropleidingen.be
Do’s and Don’ts
1. Don’t forget to continuously justify the Business Case
2. Do Learn from Experience3. Do Define Roles and Responsibilities
4. Don’t plan all details from the start5. Do Manage by Exception
6. Do Focus on Products7. Don’t take a Method as-is
8. Do involve all Stakeholders9. Don’t become a Fire-fighter …
10. Do move and breathe
www.kluweropleidingen.be
Don’t Forget to Continuously Justify the Business Case
“What is the objective of this project? Is it possible to achieve this?”
“How is it aligned to the corporate strategy? Do we really want to do/continue this project?”
“What is the ROI?”
www.kluweropleidingen.be
Don’t Forget to Continuously Justify the Business Case
Develop Business Case Maintain Business Case
Verify Outline BC
Verify Detailed BC
Verify Updated BC
Confirm Benefits
Confirm Benefits
Confirm Benefits
www.kluweropleidingen.be
Don’t Forget to Continuously Justify the Business Case
Table of Content Business Case—Why this project?— Business Options?— Benefits? Dis-benefits?— Timescale?— Costs?— Investment appraisal— Risks?
www.kluweropleidingen.be
Do’s and Don’ts
1. Don’t forget to continuously justify the Business Case
2. Do Learn from Experience3. Do Define Roles and Responsibilities
4. Don’t plan all details from the start5. Do Manage by Exception
6. Do Focus on Products7. Don’t take a Method as-is
8. Do involve all Stakeholders9. Don’t become a Fire-fighter …
10. Do move and breathe
www.kluweropleidingen.be
Do Learn From Experience
“We really have this problem again... How is this even possible...?!?!”
“This was a great project, hope we will be able to repeat this...!”
“I know my colleague found a solution for this last time, but what was it again...?”
www.kluweropleidingen.be
Do Learn From Experience
Lessons from previous projects
Opportunities to implement
improvements
Pass on lessons
Change
Log Lessons Log Lessons
www.kluweropleidingen.be
Do Learn From Experience
Lessons Log— Type, date, by— Event— Effect— Cause/trigger— Any early warning indicators— Recommendations— Identified as Risk
Lessons ReportScopeWhat went wellWhat went badlyUseful measurementsAdditional details for significant lessons (see Log)
www.kluweropleidingen.be
Do’s and Don’ts
1. Don’t forget to continuously justify the Business Case
2. Do Learn from Experience3. Do Define Roles and Responsibilities
4. Don’t plan all details from the start5. Do Manage by Exception
6. Do Focus on Products7. Don’t take a Method as-is
8. Do involve all Stakeholders9. Don’t become a Fire-fighter …
10. Do move and breathe
www.kluweropleidingen.be
Do Define Roles and Responsibilities
“Who must approve this change request?”
“I was not informed about this major risk!!”
“Not my responsibility...”
www.kluweropleidingen.be
Project Board
Do Define Roles and Responsibilities
ExecutiveSr. User
Change Authority
Project Support
Team Manager(s)
Project Manager
User, Supplier, Business
Assurance
Sr. Supplier
Corporate
Team Members
www.kluweropleidingen.be
Do’s and Don’ts
1. Don’t forget to continuously justify the Business Case
2. Do Learn from Experience3. Do Define Roles and Responsibilities
4. Don’t plan all details from the start5. Do Manage by Exception
6. Do Focus on Products7. Don’t take a Method as-is
8. Do involve all Stakeholders9. Don’t become a Fire-fighter …
10. Do move and breathe
www.kluweropleidingen.be
Don’t Plan all Details from the Start
“We don’t know what will happen by end of 20xx!”
“No clue about the accuracy of the estimates...”
“Just-do-it...”
www.kluweropleidingen.be
Don’t Plan all Details from the Start
Plan Initiation
Plan Next Delivery Stage
Plan Overall Delivery
Plan Next Delivery Stage
Plan Next Delivery Stage
UpdateBenefits Review
Plan
www.kluweropleidingen.be
Don’t Plan all Details from the Start
Risks
Activities & Dependencies
Products
Estimates (Skills, Effort,
Duration
Schedule
Complete Plan
www.kluweropleidingen.be
Don’t Plan all Details from the Start
Table of Content Plan— Plan description (scope + approach)— Plan prerequisites— External dependencies— Planning assumptions— Monitoring and control— Budgets— Tolerances— Product Descriptions— Schedule
www.kluweropleidingen.be
Do’s and Don’ts
1. Don’t forget to continuously justify the Business Case
2. Do Learn from Experience3. Do Define Roles and Responsibilities
4. Don’t plan all details from the start5. Do Manage by Exception
6. Do Focus on Products7. Don’t take a Method as-is
8. Do involve all Stakeholders9. Don’t become a Fire-fighter …
10. Do move and breathe
www.kluweropleidingen.be
Do Manage by Exception
“Another useless but mandatory meeting finished/report created...”
“Why didn’t we (=the board) know about this problem earlier?!! Last board meeting you said everything was OK...”
“When do I have to escalate?”
www.kluweropleidingen.be
Do Manage by Exception
Plan Initiation
Plan Next Delivery Stage
Plan Overall Delivery
Plan Next Delivery Stage
Plan Next Delivery Stage
UpdateBenefits Review
Plan
Agreement on: budget, time, scope, quality, risk, and benefits (=baseline)Permissible deviation above and below (=tolerance)
Monitor against the agreementForecast that agreement cannot be respected = exceptionException = escalation
www.kluweropleidingen.be
Do Manage by Exception
From 1/2 1/5 a trend = take corrective action; 1/6 back on track
Exception identified in 1/8, to occur in 1/10... = ESCALATE
Evaluation date
www.kluweropleidingen.be
Do Manage by Exception
Table of Content Exception Report— Exception title— Cause— Impact (on project targets, and corporate/programme)— Options— Recommendation— Lessons
www.kluweropleidingen.be
Do’s and Don’ts
1. Don’t forget to continuously justify the Business Case
2. Do Learn from Experience3. Do Define Roles and Responsibilities
4. Don’t plan all details from the start5. Do Manage by Exception
6. Do Focus on Products7. Don’t take a Method as-is
8. Do involve all Stakeholders9. Don’t become a Fire-fighter …
10. Do move and breathe
www.kluweropleidingen.be
Do Focus on Products
“What do we have to do now?”
“Testing is finished...”
“What is really ‘done’?”
www.kluweropleidingen.be
Do Focus on Products
Prod
Product A
Product B
Product C
Product A.1
Product A.2
Product B.1
Product B.2
Prod
Product A
Product C
Product A.1
Product A.2
Product B.1
Product B.2
Product Breakdown Structure Product Flow Diagram
www.kluweropleidingen.be
Do Focus on Products
Table of Content Product Description— Identifier, Title, Purpose— Composition— Derivation— Development skills required— Quality criteria, Quality tolerance— Quality method— Quality skills required— Quality responsibilities
www.kluweropleidingen.be
Do’s and Don’ts
1. Don’t forget to continuously justify the Business Case
2. Do Learn from Experience3. Do Define Roles and Responsibilities
4. Don’t plan all details from the start5. Do Manage by Exception
6. Do Focus on Products7. Don’t take a Method as-is
8. Do involve all Stakeholders9. Don’t become a Fire-fighter …
10. Do move and breathe
www.kluweropleidingen.be
Don’t Take a Method as is
“All those Methods, it’s all theory... We’re different...”
“This is not applicable to us...”
“It’s all administration, no added value”
www.kluweropleidingen.be
Don’t Take a Method as is
Tailoring— More or less formality— Specific language the org. is used to— Content of management products (merge, split, ...)— Roles (merge, split, ...)— Processes (what to do) Procedures (how to do it)
Tailor any method to suit your project context
www.kluweropleidingen.be
Do’s and Don’ts
1. Don’t forget to continuously justify the Business Case
2. Do Learn from Experience3. Do Define Roles and Responsibilities
4. Don’t plan all details from the start5. Do Manage by Exception
6. Do Focus on Products7. Don’t take a Method as-is
8. Do involve all Stakeholders9. Don’t become a Fire-fighter …
10. Do move and breathe
www.kluweropleidingen.be
Do Involve all Stakeholders
“Who is impacted by this project?”
“Can we accept a requirement from this group?”
“Who might influence the project success?”
www.kluweropleidingen.be
Do Involve all Stakeholders
“Any individual, group or organization that can affect, be affected by, or perceive itself to be affected by, an initiative (programme, project, activity, risk)”
www.kluweropleidingen.be
Do Involve all Stakeholders
Ensure covering the requirements of the entire product lifecycle— Use in different
conditions— Support— Maintenance— End-of-life— ...
Stakeholders – Product Lifecycle
Sold
www.kluweropleidingen.be
Do Involve all Stakeholders
Table of Contents Communication Plan— Stakeholder analysis
Stakeholder
Current and desired relationship (e.g. aware champion)
— Information needs for each interested partyFrom and to the project
Information provider and recipientFrequency, Means, and Format
www.kluweropleidingen.be
Do’s and Don’ts
1. Don’t forget to continuously justify the Business Case
2. Do Learn from Experience3. Do Define Roles and Responsibilities
4. Don’t plan all details from the start5. Do Manage by Exception
6. Do Focus on Products7. Don’t take a Method as-is
8. Do involve all Stakeholders9. Don’t become a Fire-fighter …
10. Do move and breathe
www.kluweropleidingen.be
Don’t become a Fire-fighter …
“I thought that this would happen…”
“How come we have so many problems…?”
“Assuming… How could you…?”
www.kluweropleidingen.be
Don’t become a Fire-fighter …
Risk— “An uncertain event or set of events that, should it occur, will
have an effect on the achievement of objectives.”
— “Because <cause>, there is a <threat/opportunity> that <event>, which <impact>”
www.kluweropleidingen.be
Don’t become a Fire-fighter …
Communicate
www.kluweropleidingen.be
Do’s and Don’ts
1. Don’t forget to continuously justify the Business Case
2. Do Learn from Experience3. Do Define Roles and Responsibilities
4. Don’t plan all details from the start5. Do Manage by Exception
6. Do Focus on Products7. Don’t take a Method as-is
8. Do involve all Stakeholders9. Don’t become a Fire-fighter …
10. Do move and breathe
www.kluweropleidingen.be
Do Move and Breathe
All previous do’s and don’ts are less effective without a healthy mind in a healthy body
www.kluweropleidingen.be
Agenda
Introduction
Do’s and Don’ts
Closing
Questions whenever you want!
www.kluweropleidingen.be
Closing
1. Don’t forget to continuously justify the Business Case
2. Do Learn from Experience3. Do Define Roles and Responsibilities
4. Don’t plan all details from the start5. Do Manage by Exception
6. Do Focus on Products7. Don’t take a Method as-is
8. Do involve all Stakeholders9. Don’t become a Fire-fighter …
10. Do move and breathe
www.kluweropleidingen.be
About Steven DeneirHaving 15+ years professional experience and track record in the IT-sector, Steven has gained a broad set of skills and knowledge allowing him to manage and support process improvement programs.
During his years as technical analyst, he identified a lot of possible improvements throughout the entire project and product life-cycle and with that knowledge he made the switch to project and quality management.
He started to be part of, and lead process improvement projects and programs, always paying attention to the people side of these changes.
Having gained experiences in multiple process improvements efforts, covering a wide range of work-areas, Steven decided to offer professional services through ProOptimize (www.prooptimize.be).
Steven is an approved PRINCE2 trainer, ScrumMaster, is “Portfolio, Programme, and Project Offices: P3O” certified, and has broad experience using CMMI, ADKAR, TPI, and Volère.