it is a different process project triage introduction

It is a Different Process

Project Triage

Project Triage

Introduction

© !IntensIT Consulting Pty Ltd 2007 Primal Solutions

Chaos Report


Chaos Report34% of projects succeed15% of project fail51% of projects are ‘disputed’

So much for the good news


What is Project FailureFailure to secure basic project metrics?Failure to secure Key success Factors?Perception or Reality?


What is Project FailureFailure to secure basic project metricsFailure to secure Key success Factors

Was Apollo 13 a failure?


To Qualify for RescueA project with such issues, essentially imminent

failure, to the extent:it is judged not recoverable by the resources of the

project team itself, certainly not by any simple application of the extant

project delivery strategy of that project


It’s a Different ProcessA project with such issues, essentially imminent

failure, to the extent:it is judged not recoverable by the resources of the

project team itself, certainly not by any simple application of the extant

project delivery strategy of that projectIn other words: It requires a different process


Causes of FailureThere are many, but don’t just shoot the team. Project failures can come from:

Issues in the project delivery organisationIssues in project planning and controlIssues in the client organisation


Typical problems include:Poor scopingChanges in the requirement not linked to scopeFailure to appreciate progressive elaborationAbsentee championStructural re-organisationLack of appropriate resourcesOverwork of project teamsFailure to engage, or retain, key stakeholdersFailure to note, share and track assumptions


Assumptions

Mars Climate OrbiterNewtons or Pound Force

Project Triage

Cultural Issues leading to Failure


Cultural Issues leading to FailureProject manager selectionProject manager expertiseLess experienced PMs tend to focus on areas

they know bestOrganisational Constraints

© !IntensIT Consulting Pty Ltd 2007


Cultural Issues – Project ManagerProject manager selection

Don’t recognise difference between project & technical managersSave money by appointing someone at lower rateGive staff opportunity to develop without training or supportRestrictive procurement forces selection of whoever is available

Project manager expertiseFocus on doing not managingMistakes made by PM due to lack of experienceInsufficient project planningInsufficient rigour throughout projectPoor stakeholder management

Less experienced PMs focus on areas they knowNatural tendency is to focus on their area of expertiseDifficulty approaching stakeholdersMove into comfort zone if under pressure



Cultural Issues - OrganisationalOrganisational constraints

Resistance to change – Failure to get organisational commitment to project objectives creates significant risk

Conflicting stakeholder agendas can stop project from starting. Resolve during planning

Stakeholder failure – People fail to deliver for range of reasons. Need monitoring, risk & contingency planning

No clear project structures or processes in place, so project & operational staff not able to support project when needed

Effective PMs reduce impact of organisational constraints by developing plan to manage this through contingency, building management support or establishing project structures



Cultural Issues - Aware of FailureAwareness of project failure

PM knows when project in troubleProject team hyperaware of when project in troubleEveryone in project very aware of failure state. There will be some

rearranging of project to fix problems before failure occursBetter project governance increases management awarenessWhether these groups do something is influenced by culture

Raising the alarmProject managers raising the alarm – may require braverySymptoms visible to others

Project not communicating Changing scope Missing milestones or removing/combining project activities Staff working excessive hours, narrowing focus

Timing of raising alarm critical to reducing impactsEarly corrective action gives rescuing party more options



Cultural Issues - DenialOrganisation cannot fix something it refuses to accept

is brokenManagers’ reputations dependent on success, so

unwilling to recognise failure. Project pressured to find a way

Lack of project understandingIf we work extra hard, we can catch up – can make it worseIgnore problem may work with Operations, but projects quickly

burn up time, effort & costBreakdown of corporate communication

If limited acceptance of failure, PM & team usually hide problems by ceasing communication or misreporting

Unwilling to present bad news – PM raises concerns in bid to get help. Middle management may dilute messages

Unwilling to hear bad news – Management refuse to listen to bad tidings & block communication channels


Project Triage

A Rescue Methodology


DiagnosisThe project is significantly behind time and/or cost;

and the trend is worseningThe project risk profile show a consistent upwards

trendThe project team and governance cannot reconcile

significant project issuesThe project is on radio silence; the team has stopped

communicatingLoss of confidence and support of significant

stakeholders


Defining the Root CausesIn God we Trust: Everyone else bring dataDeming

Authorisation and charter for rescueNeed for special diagnostics and audit methodsOutput: Project Audit ReportDecision:

ScrapSalvageSupport


Establish the Rescue PlanTwo parts to the strategy

Getting the project back ‘on track’Re-engagement of ‘normal’ project activities

A project plan in its own rightDesignated resourcesDesignated methodsScope is essential –

just rescue or full ownership of projectDoes the project continue work in parallel with ‘fix’?


Re-engaging the BaselineTransitional step of re-orientationBaselining and HandoverReadiness AssessmentTimingTimeliness

Don’t dwell in the portal


Re-instating the Project PlanRe-chartering the original team?Business as usualHow much attention to the original problem?


Celebrating Success‘It ain’t over till its over’Yogi Berra

Project Triage

Cultural Issues in Rescue


Cultural Issues in RescueManagementStakeholder ManagementSelecting the Rescue TeamDefining Project Rescue VisionOrganisational Change ManagementPitfalls in Project Rescue



Cultural Issues - ManagementProject may be failing due of tendency to

keep status quo. Must be understood by rescuers & plan agreed before rescue begins

Corporate risk aversion means more willing to recognise structured risk management. Rescue justified on sound risk management thus gains strong management commitment

Culture of sunk costs – Provide business case to highlight overall cost of different options



Stakeholder ManagementWhat collateral damage is acceptable? This

affects how project is managedPeople/SocialFinancialPolitical/ReputationSustainability of the organisation – will they go out

of business or be damaged in other ways?


Selecting Project Rescue TeamSelection of rescuing project manager & team crucialBuild skills based on strengths of available resourcesIdentify if existing PM or team members will help or

hinder. Critical to find out why project failingRelationship between original project team & rescuing

team essential. Original team can be part of solution & strong relationship combines local knowledge with fresh start

Ensure right operational roles involved to help where no processes or structures in place. Project liaises with operations to balance project delivery & minimise disruption


Defining Project Rescue VisionProvides strategy for rescueBuilds common goal to bring together rescue &

original project teams & stakeholders


Org Change ManagementCommunication critical. Rescuing the project

changes its direction & everyone needs to knowManagement needs to see rescue in control.

Communication is key hereDeliver small successes to build momentum. Select

short-term actions that show way forward & get commitment from project team & influencers


Pitfalls in Project RescueMainly due to negative behaviours that need

managingHow did project get into trouble? Remove influences

or rescue will suffer same fate. Could bePeopleRisksPlanning constraintsLack of management support. Not negotiable

Project heroicsTendency to rescue by heroic effortRescuing project manager wants motivated teamEnsure people work together, follow rigour & communicate

Plan rescue to cover sustainable success of project, stopping it from slipping back

Project Triage

Tools and Techniques


ToolsProject Rescue requires specific practice skillsBut in general, we are applying normal project

management methods


Tools of the TradeTool Application

Problem Solving Initial problem diagnosis

Benefits Management Review or redefinition of project objectives and benefits

Business Case Justification for the Rescue Intervention

Justification for the Rescue Plan

Justification for continuation of the project

Stakeholder Analysis/Interviews Reviewing stakeholder values/perceptions

Financial Analysis Detailed evaluation of project financials



Quality Audits/Reviews Evaluation of project quality system

Risk Analysis Evaluation of current and future risk levels

Cause and Effect Analysis Detailed Problem Solving

Analysis of Rescue Risk Causes

Flowcharting Process Definition

Process Fault Finding (current problems)

Analysis of Failure points (future risks)

Brainstorming Fact finding, issue identification, risk identification



Affinity Diagrams Identifying and collating relationships between disparate issues or events

Earned Value Analysis Baselining time and cost status

Discounted Cashflow Technique Justification of business investment

Project Planning Methods Re-planning the project

Conflict Management Relationship management

Negotiation Management


ConclusionProject Triage/Rescue requires its own approachCultural and people issues are criticalMethodology is logicalEarly decision on disposal of projectAssisted rescue or self rescueBaseline, approval gates and governanceRange of standard methods and tools

it is a different process project triage introduction

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