back from red - how to assess the health of your project
DESCRIPTION
Learn how to assess the health of your project besides the day-to-day status. Look into all specific areas of project management that need to be addressed (such as risk, quality, communication, team building, vendor management, stakeholder management) and look into specific areas of your project (eg. for a software development project) including requirements analysis, design, development, test and deployment. A tool will be presented to assess the project health and how to use it. We will also discuss how this tool could be adapted for specific work environments and project methods used (a five step process) and, should time permit, a live demo will be given based on a sample project (picked out of the audience).TRANSCRIPT
PMI Global Congress 2011May 2011, Dublin
Back from RedHow to assess the health of your project
Torsten J. Koertingwww.TORSTENKOERTING.com
@TorstenKoerting
www.TORSTENKOERTING.com (2011)
T H A N KY O U
www.TORSTENKOERTING.com (2011)
www.TORSTENKOERTING.com (2011)
www.TORSTENKOERTING.com (2011)
www.TORSTENKOERTING.com (2011)
www.TORSTENKOERTING.com (2011)
www.TORSTENKOERTING.com (2011)
www.TORSTENKOERTING.com (2011)
www.TORSTENKOERTING.com (2011)
www.TORSTENKOERTING.com (2011)
www.TORSTENKOERTING.com (2011)
www.TORSTENKOERTING.com (2011)
www.TORSTENKOERTING.com (2011)
www.TORSTENKOERTING.com (2011)
www.TORSTENKOERTING.com (2011)
Back from RedHow to assess the health of your project
Torsten J. Koertingwww.TORSTENKOERTING.com
@TorstenKoerting
www.TORSTENKOERTING.com (2011)
www.TORSTENKOERTING.com (2011)
www.TORSTENKOERTING.com (2011)
www.TORSTENKOERTING.com (2011)
www.TORSTENKOERTING.com (2011)
This presentation is ment to be for
Y O U !
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and
Y O U !
and
Y O U !
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and
Y O U !
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Our
Situation
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Projects are
becoming more
complex
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Complexity (Definition – Warren Weaver)
The complexity of a particular system is the degree of difficulty in predicting the properties of the system, if the properties of the system's parts are given
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The ‘Lord’s Prayer’has 56 words,
the ‚Ten Commandments‘have 279 words,
the American ‚Delcaration of Independence‘has 300 words.
The EU Import Regulation for Caramelhas 25.911 words.
You would need to suck 3.000 caramel’s until you have read that regulation
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The Worldis flat
InconvenientTruth
The Worldis changing
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The Fall of the Berlin Wall …
www.TORSTENKOERTING.com (2011)… ended the cold war …
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… and grantedaccess to new markets for
products, labor and material.
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The Internet …
… created easy global competition and increased the ability to share information
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The Microsoft Office Suite …
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… and theHTML and HTTP
protocols …
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… enabled computers totalk to one another and allowed work to be done remotely.
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Open – Sourcing …
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… enables writing software so that it can be easily shared, improved and given access to.
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Outsourcing …
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… is moving lower value functions to other firms,
in other countriesfor a lower cost.
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Off shoring …
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… is moving the production ofgoods into other countries.
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Supply Chaining …
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… by partnering withother companies to
receive goodswhen needed.
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In sourcing …
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… by sourcing whole processes to other
companies
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Informing …
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… by getting answers to almost any question
within seconds
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July 2006, 213 Million search requests performed daily on the Internet … !
Whom did you ask these questions 15 years ago?
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Information Steroids …
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… by having all this informationavailable atyour fingertips
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The Worldis flat
1.The Fall of the Berlin Wall2.The Internet3.Work-Flow Software4.Open-Sourcing5.Outsourcing6.Off-Shoring7.Supply-Chaining8.In-Sourcing9.In-Forming10.Information Steroids
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The Worldis flat
InconvenientTruth
The Worldis changing
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With Increased Complexity …
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… there are more thingsto think about …
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… there are more time zonesto overcome …
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… there are more people to deal with …
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… and with more people there are more cultures do deal with …
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… more things can ( will ) fail !
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The
Problem
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… you do not see the
forest because of all
the trees
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A small little test
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… sometimes it’s hardto understand
what’s going onbehind the scenes …
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… transition from one
project manager to
another might become
hard …
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… by reporting against and
focusing on milestones
you might miss your
target …
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… at the end, your project
is ‘green’ but this has
happened …
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The Problem
1. To much informationNo forest because of all the trees
2. Misperceptionyou want to see what you want to see
3. Limited visibilitycan’t look behind the scenes
4. Complex Transitionfrom one to the other PM
5. Milestone focused reportingyou might miss the real goal
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The
Option
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…a supporting
tool…
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…a structured
approach…
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…be
proactive…
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…complete
…
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…embedded inyour overallgovernance
…
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Options
1. Supporting Toolfacilitates the process
2. Structured Approachtiming, questions asked etc.
3. ProactiveDo it when project is still in shape
4. CompleteProject Management, SDLC, Q-Gates
5. Embeddedin your Governance
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The
Details
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Summary… Project Name and other data… Project Management… Deviations and Mitigation Actions
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Sections… Project Hand Over… Project Organisation & Stakeholder… Project Monitoring & Control… Requirements Phase… Test Phaseetc.
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One Section in Detail… Area… Question… Answer Options… Reason for deviation… Killer Question… Check Againetc.
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Report… Result in a nutshell… Report… Deviations and Mitigation Actionsetc.
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There are many options to choose from
There is no ‘one size fits all’
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SMALL… Quick Assessment… 15 questions… 10 minutes… self assessed
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MEDIUM… Regular Assessment… 40 to 60 questions… 1-2 hours
… self assessedor moderated
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LARGE… Complex Assessment… up to 150 questionsor more
… 4 hours… moderated
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When ?There is no right or wrong answer… you should start early and reapply in a 6-8 week cycle
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Participation ?… Project Manager
… Stream leads that can add value
… PMO (Project Management Office)
… may be others because of specific
sections to look at
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Moderation ?Yes, if… Project is unexperienced about how to apply assessment… if there is conflict potential… if measurement is unclearNo, if
… project feels competent and honest enough to apply
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Report… Result in a nutshell… Report… Deviations and Mitigation Actionsetc.
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Details1. Tool
Structure, Reporting, Questions
2. Focussmall, medium, large
3. TimingWhen to apply
4. Moderationyes / no
5. Participantsthe ones that add value
6. Duration and Repetitionat initiation and then every 6 weeks
7. Questionsto adress the relevant areas
8. Reportingfit to your needs (Q-Gates, SDLC, PM etc.)
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DemoMicrosoft Office
Excel 97-2003 Worksheet
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The
Challenges
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ADAPTIONHow to adapt the assessment to your PM Method used in your company / environment ?
…
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INTEGRATION
How to integrate
into your existing
project governance ?
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Misunderstood
How to not make it
perceived as being an
audit?
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Just do it !
How to make it work and
used by the projects
without being forced to ?
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Challenges
1. Adaptionto your method used
2. Embedment into governancepart of the overall process
3. Potential misunderstandingsAudit or Support ?
4. Just do it !dTo use it is the biggest challenge
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The
Benefits
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IdentificationTo identify‘Areas of Improvement’and
‘Best Practices’.
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MeasurableThe result is measurable and traceable !
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Progress
To measure the progress
along the way and feeling of
improvement !
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Catalyst
… to receive support from
and address topics to
Senior Management !
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Common View
Same Terminology and
common approach used !
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Transition
Makes a transition
structured and possible !
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Success… once you seethe progress made!
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Benefits1. Identification
areas of improvements, best practices, identify measures to apply
2. Confirmation of progressduring the project and after earlier assessments
3. Measurable and traceablestructured, questions asked
4. Catalystto receive support from Senior Stakeholders
5. Common viewterminology used and sense about project
6. Lessons Learnedfacilitator and input
7. Successyou see your progress
8. Structured transitionto another PM, to Daily operations etc.
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Recap
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The Worldis flat
InconvenientTruth
The Worldis changing
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…a supporting
tool…
www.TORSTENKOERTING.com (2011)
…a structured
approach…
www.TORSTENKOERTING.com (2011)
When ?There is no right or wrong answer… you should start early and reapply in a 6-8 week cycle
www.TORSTENKOERTING.com (2011)
IdentificationTo identify‘Areas of Improvement’and
‘Best Practices’.
www.TORSTENKOERTING.com (2011)
Success… once you seethe progress made!
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T H A N KY O U
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T You would like to receive the templates shown
C You want me to call you
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If you do haveany questions
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Question
… and I do not havean answer …
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The ‘Answer’ is always …
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T H A N KY O U
Picture Credits ( 1 / 2 )Earth Pictures – Google EarthProject Manager - http://www.flickr.com/photos/floongle/Contruction Manager - http://www.flickr.com/photos/mission/Project Management Plan - http://www.flickr.com/photos/perhapstoopink/Obama change - http://www.flickr.com/photos/tsevis/Fall of Berlin Wall - http://www.flickr.com/photos/gavinandrewstewart/Microsoft Office Candy - http://www.flickr.com/photos/sunfox/HTML - http://www.flickr.com/photos/kk/Latop Beach - http://www.flickr.com/photos/zzathras777/Open Sourcing - http://www.flickr.com/photos/martinbekkelund/Big Crowd - http://www.flickr.com/photos/richevenhouse/cold war one - http://www.flickr.com/photos/pingnews/New Markets - http://www.flickr.com/photos/pnp/Outsourcing 1 - http://www.flickr.com/photos/danzden/Outsourcing 3 - http://www.flickr.com/photos/kafkan/Offshoring 1 - http://www.flickr.com/photos/photohome_uk/Offshoring 2 - http://www.flickr.com/photos/trotzenberg/Offshoring 1b - http://www.flickr.com/photos/taylar/Supply Chaining 1 - http://www.flickr.com/photos/nimrodbar/Supply Chaining 2 - http://www.flickr.com/photos/drewesque/Insourcing 1 - http://www.flickr.com/photos/zyphbear/Insourcing 2 - http://www.flickr.com/photos/liveu4/Informing 1 - http://www.flickr.com/photos/ask-for-peace/Informing 2 - http://www.flickr.com/photos/julianbleecker/Infroming 3 - http://www.flickr.com/photos/gedankenstuecke/
Picture Credits ( 2 / 2 )Info Steroids 1 - http://www.flickr.com/photos/listelys/Info Steroids 2 - http://www.flickr.com/photos/chanc/time zone - http://www.flickr.com/photos/mickyates/more people 1 - http://www.flickr.com/photos/inyucho/more people 3 - http://www.flickr.com/photos/msjacoby/cultures - http://www.flickr.com/photos/untitlism/longer - http://www.flickr.com/photos/swamibu/break 1 - http://www.flickr.com/photos/jnsabino/Rain Forest - http://www.flickr.com/photos/jadeb/Stage Curtain - http://www.flickr.com/photos/87166482@N00/Relay Baton - http://www.flickr.com/photos/susan_d_p/Dart Board - http://www.flickr.com/photos/caroscuro/Process Swimlane - http://www.flickr.com/photos/katiekills/Firefighters - http://www.flickr.com/photos/stonepix/Radar Governance - http://www.flickr.com/photos/divemasterking2000/Boat in bottle - http://www.flickr.com/photos/invinciblegirl/Flightplan 2 - http://www.flickr.com/photos/24397180@N08misunderstood - http://www.flickr.com/photos/amy_jane/Just do it 2 - http://www.flickr.com/photos/supremevision89Area of improvement - http://www.flickr.com/photos/bobishi/Long Jump - http://www.flickr.com/photos/hermitianta/Measure - http://www.flickr.com/photos/chandramarsono/Senior Mgmt - http://www.flickr.com/photos/csis_er/Binoculars - http://www.flickr.com/photos/21561428@N03/Mountaineer happy - http://www.flickr.com/photos/68129526@N00/