identifying and addressing common project challenges
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Identifying and addressing common project challenges
© 2010, Synaxis, LLC. Proprietary and confidential.
Agenda
• What is a project?
• The role of strategy, tactics, and measurement
• What makes a good project
• A framework for identifying the 6 major project challenges
• Solutions for the 6 major project challenges
© 2010, Synaxis, LLC. Proprietary and confidential.
WHAT IS A PROJECT?
© 2010, Synaxis, LLC. Proprietary and confidential.
Projects vs. operations
• Projects are not ongoing
• Projects improve operations
• Operations has metrics, not projects.
© 2010, Synaxis, LLC. Proprietary and confidential.
Projects improve operations
Operations
Operations
Projec
t
4%
8%
Strategy + Tactics
© 2010, Synaxis, LLC. Proprietary and confidential.
Project components
• Strategy
• Tactics
• Measurement
© 2010, Synaxis, LLC. Proprietary and confidential.
Strategy
A strategy is a framework to establish and evaluate tactics with regard to a goal of improving operations.
© 2010, Synaxis, LLC. Proprietary and confidential.
Tactics
Tactics use best practices and strategic direction to improve operations.
© 2010, Synaxis, LLC. Proprietary and confidential.
Measurement
• Project metrics vs. strategic metrics
© 2010, Synaxis, LLC. Proprietary and confidential.
Projects vs. strategy, tactics, and measurement
Strategy
Tactics Metrics
© 2010, Synaxis, LLC. Proprietary and confidential.
Projects vs. strategy, tactics, and measurement
Strategy
Tactics Metrics
Project ProjectProject
© 2010, Synaxis, LLC. Proprietary and confidential.
Projects vs. strategy, tactics, and measurement
Strategy
Tactics Metrics
Project
© 2010, Synaxis, LLC. Proprietary and confidential.
Projects vs. strategy, tactics, and measurement
Project ProjectProject
© 2010, Synaxis, LLC. Proprietary and confidential.
Projects vs. strategy, tactics, and measurement
© 2010, Synaxis, LLC. Proprietary and confidential.
The good project
• Good action is choosing the mean between extreme.
• Projects are acting.
• Good projects exhibit the mean between extremes.
• Projects are composed of strategy, tactics, and measurement
• A good project has the proper amount of each.
© 2010, Synaxis, LLC. Proprietary and confidential.
Framework
OptimalStrategy DecisivenessTactics MomentumMeasurement Scope
© 2010, Synaxis, LLC. Proprietary and confidential.
The good project—storytelling
• Narrative structure (beginning, middle, and end)
• Pace (reliable plot development)
• Duration (not too long or too short)
© 2010, Synaxis, LLC. Proprietary and confidential.
Framework
Optimal Excess LackStrategy Decisiveness Overthinking DirectionlessTactics Momentum Churning StalledMeasurement Scope Paralyzed Uncertain
© 2010, Synaxis, LLC. Proprietary and confidential.
Framework
Excess Indicators SolutionsStrategy
Overthinking
•Lengthy strategic phase•Nothing looks “real”•“We did this already.”•“When are we going to start?”
•Force the action.•Break the tactics into phases.•Set “arbitrary” time deadlines for each phase, especially that involve presentations.
© 2010, Synaxis, LLC. Proprietary and confidential.
Framework
Excess Indicators SolutionsTactics Churning •“This project will
never end.”•New items look like items from several rounds ago.
•Draw a line.•Create a punchlist of “final” changes.•Defer some things.•Start a “phase 2” list of items that won’t be completed this phase.
© 2010, Synaxis, LLC. Proprietary and confidential.
Framework
Excess Indicators SolutionsMeasurement
Paralyzed •Reports are unreadable.•Reports are unactionable.•No one agrees on what to report.
•Revisit the goals and look for measurable outcomes.•Create KPIs from the goals even if they seem hard to implement.•Create aggregated “arbitrary” KPIs.
© 2010, Synaxis, LLC. Proprietary and confidential.
Framework
Lack Indicators SolutionsStrategy
Directionless
•Tactical churn•“What are we doing?”
•Stop and restart•Change project teams•Try a different project first.•Break up the project into phases.
© 2010, Synaxis, LLC. Proprietary and confidential.
Framework
Lack Indicators SolutionsTactics Stalled •“Where do we start?” •Get a little
momentum.•Go back to the deliverables list and pick 1 thing to start on. Be sure it’s short and easy.•Turn everything into a deliverable, e.g. notes.
© 2010, Synaxis, LLC. Proprietary and confidential.
Framework
Lack Indicators SolutionsMeasurement
Uncertain •“Why are we doing this?”•We can’t tell management what we’re doing and why.•All choices look equally good.
•Look at the goals and ask “how do we know if we accomplished that goal?”.•Start from non-project-related numbers and work backwards.
© 2010, Synaxis, LLC. Proprietary and confidential.
CONCLUSION
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