wayne.brantley
TRANSCRIPT
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5 Keys to Successful Project Management
Wayne Brantley, MS. Ed, PMP, ITIL, CPLP, CRP Senior Director of Professional Education
Villanova University
www.VillanovaU.com
1-800-571-4953
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Overview
Baseline data Project performance Why projects fail The five keys to project success
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Can you predict the future?
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The future isn't as scary if you know the past
Do you baseline project performance?
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Why do projects fail?
What determines project failure?
What determines project success?
What are the commonalities in successful projects?
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Create Best Practices
Lessons learned databases
Create a Center of Excellence
Develop best practices
Executive buy-in
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The Five Keys to Successful Project Management
1. Obtain Good Requirements
2. Perform Detailed Project Planning
3. Do Risk Management
4. Lead the Project Team
5. Create an Organizational Culture that Supports Project Management
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The Five Keys to Successful Project Management
1. Obtain Good Requirements
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The Five Keys to Successful Project Management
• What do requirements establish in a project?
• What are some signs that thorough requirements were not acquired?
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Improved Requirements Gathering
“How the customer explained it”
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Improved Requirements Gathering
“How the Project Leader understood it”
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Improved Requirements Gathering
“How the Analyst designed it”
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Improved Requirements Gathering
“How the Programmer wrote it”
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Improved Requirements Gathering
“How the Business Consultant described it”
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Improved Requirements Gathering
“How the project was documented”
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Improved Requirements Gathering
“What Operations installed”
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Improved Requirements Gathering
“How the customer was billed”
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Improved Requirements Gathering
“How it was supported”
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Improved Requirements Gathering
“What the customer really needed”
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Obtain Good Requirements Needs analysis – Where do needs arise from?
Market demands Laws Technology evolution Others?
Evolution of a need Emergence – “Change is the generator of
needs” Recognition – Must be a conscious effort Articulation – See what it means to all
stakeholders
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Obtain Good Requirements Articulate the Needs – See what it means to all
stakeholders Step 1 – Ask those that have the need to
define it as clearly as possible Step 2 – Ask a full set of questions about
the need Step 3 – Carry out whatever research is
necessary to enable you to understand the need better
Step 4 – Formulate the need as best as you can
Step 5 – Have customer/stakeholder review, and revise accordingly
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Obtain Good Requirements How do you obtain good requirements?
1. Take time to do it2. Ask the right people the right questions3. Draw a picture4. Build a model5. Build a little6. Check and re-check7. Sign off
C = Cover
Y = Your
A = Activities
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The Five Keys to Successful Project Management
2. Perform Detailed Project Planning
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Detailed Project Planning
Project initiation - project planning handoff
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Detailed Project Planning What is done in planning?
Develop the project management plan Requirements Scope WBS Schedule Estimate durations Estimate costs Quality Human resources Communications Risk management Procurement
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Detailed Project Planning Documentation that is developed when we
started Statement of Work Contracts Project requirements documents Project Charter
When is the project manager assigned?
When should the PM be assigned?
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Detailed Project Planning
• The WBS
• Project scope and the WBS
• The WBS and the work
• The WBS and project management
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Detailed Project Planning
• Uses of the WBS– Planning– Estimating
• Schedules• Budgets• Resources
– Change Control– Project Control
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Detailed Project Planning
Develop a schedule Durations Dependencies Constraints Resource availability
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Detailed Project Planning Get good estimates Know how good
+/- some variance Order of Magnitude (also known as a SWAG)
+75/-25% Budget Estimate
+25/-10% Definitive Estimate
+10/-5% Think of optimistic, most
likely, and pessimistic PERT = O + 4 (ML) + P / 6 Don’t pad Don’t be the martyr
-25% +75% -10% +25%
-5% +10%
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Detailed Project Planning
Develop duration estimates Where do your estimates come from? Who has the most valid estimate? Develop estimating techniques
PERT estimates = Optimistic + 4 (Most Likely) + Pessimistic / 6 EX: O = 3 days
ML = 5 days P = 9 days
• Answer = 5.33 days
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The Five Keys to Successful Project Management
3. Do Risk Management
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Do Risk Management
Project team member number 1 – Murphy Risk management planning – Do it! Identifying risk Evaluating risks Contingency planning Continuous risk management
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Who is Murphy?
• He shows up to every project• He is on your team• He can be the difference between a
successful and a failed project• Murphy’s Law
– “If something can go wrong, it will”
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36This is Murphy’s Shadow
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Risk Management Planning Risk Planning – How much Risk Management
do you apply to your project? $500k - $5M - $500M - $5B project differences 1 month – 6 month – 1 year – 2 year – 5 year
project differences 2 person – 6 person – 12 person – 20 person
project differences Your project – boss’s project – CEO’s project
differences Life or death project differences
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Do Risk Management
Risk Identification Any possible risk should be identified Do not exclude even the ridiculous Use all stakeholders
Techniques used to identify risks Brainstorming Nominal Group Technique Delphi Techniques
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Risk Management Identification• Techniques used to identify risks
– Brainstorming• Open discussion• No discussion on discussion• Comfortable environment• Use note takers• Get all to participate
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Risk Management Identification• Techniques used to identify risks
– Expert Interviews• Identify knowledgeable resources inside the
company
• Identify knowledgeable resources outside the company
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Risk Management Identification• Techniques used to identify risks
– Delphi Techniques• Use experts anonymously• Get their response• Iteratively and anonymously feed back to them• Get them to collaborate without them knowing
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Risk Grid
IMPACT
LOW PROBABILITY
4
MED PROBABILITY
2
PROBABILITY
L M H
3
H
M
L
4
MED IMPACTLOW IMPACT
LOW PROBABILITY
HIGH IMPACT
LOW PROBABILITY
MED PROBABILITY
4
MED IMPACT
MED PROBABILITY
2
LOW IMPACT HIGH IMPACT
LOW IMPACT
HIGH PROBABILITY
3
MED IMPACT
HIGH PROBABILITY
2
HIGH IMPACT
HIGH PROBABILITY
1
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RISK ACTION
1 = AVOID
2 = MITIGATE
3 = ACKNOWLEDGE
4 = ACCEPT
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PIE Method All risks have an Event, a Probability, and an Impact An Event is the Risk that we identify Probability is the likelihood that it can occur Impact is the amount that it would cost us E = P x I Example: Risk 1 has a 70% probability and a $50,000 impact
Risk 2 has a 40% probability and a $150,000 impact Risk 3 has a 20% probability and a $250,000 impact
Which risk would be your first concern?
= $35k= $60k= $50k
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Risk Management Identification• Top Project Risks (Student Response)
– Over commitment of resources – Stakeholder involvement– Incomplete Identification of risks – Contingency planning not done– SMART Goals (not used very often
anymore)
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Risk Management Identification• Top Project Risks (Student Response)
– Command change out, so project no longer has priority
– Higher directives changed negating the need for the product, and thus the project
– Schedule change, forcing personnel to sea earlier than expected, thus dwindling down team members
– Loss of funding, due to repair requirements elsewhere
– Unexpected Loss of personnel/team members
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Risk Management Identification• Top Project Risks (Student Response)
– Missing deliverables from customer– Missing deliverables from project teams– Resources not available when needed– Miscommunications– Murphy (he's a stalker) - unforeseen risk
that materializes at the worst time
Email me your top risks at [email protected]
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The Five Keys to Successful Project Management
4. Lead the Project Team
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Leading the Project Team Development
Project manager or project leader People Teams Personalities Skills
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Leading the Project Team Development
ChallengesGeographical locationsCultural differences Language differences
SpokenTechnical
Organization alignment
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Situational Leadership Ken Blanchard identified different leadership styles based on:
The situation Matching your leadership style to the developmental level of
the worker
Leadership styles are based on directive and supportive behaviors Leadership styles are; Directive, Coaching, Supportive, and
Delegating
The worker’s developmental level is based on competence and commitment behaviors
Worker’s developmental levels are; Enthusiastic Beginner, Disillusioned Learner, Reluctant Contributor, Peak Performer
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Situational Leadership
Supportive
Directive
Coaching
Delegating
D I R E C T I V E
SUPPORTIVE
HL
H
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Situational Leadership
DisillusionedLearner
EnthusiasticBeginner
PeakPerformer
ReluctantContributor
Competence
Commitment
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Situational Leadership
Coaching =Disillusioned
Learner
Directive =Enthusiastic
Beginner
Delegating =Peak
Performer
Supportive =Reluctant
Contributor
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The Project Sandbox –“Can’t we all just get along?”
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The Project Sandbox
Sales
Engineering
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Top 10 Ways to Motivate Today’s Employees
1. Provide personal thanks
2. Make times for employees
3. Provide specific feedback
4. Create an open environment
5. Provide information
6. Involve employees
7. Reward high performers
8. Develop a sense of ownership
9. Give chances to grow and learn
10. Celebrate successes
Bob Nelson; Motivating Today’s Employees, 1996
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The Five Keys to Successful Project Management
5. Create an Organizational Culture that Supports Project Management
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An Organizational Culture that Supports Project Management
How do you get an organization to support project management?
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An Organizational Culture that Supports Project Management
Project Management Maturity Models Project management is free! ROI for Project Management
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Project Management Maturity ModelsWhy are the needed?
An Organizational Culture that Supports Project Management
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Maturity ModelsA place to startCommon languageCommon methodologyBest practicesContinuous improvement
An Organizational Culture that Supports Project Management
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Maturity Models Capability Maturity Models (CMM)Software Engineering Institute (SEI)Carnegie Mellon University
Additional Project Management Maturity Model
An Organizational Culture that Supports Project Management
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CMM Business Benefits
• Reduction in system integration and test time
• Extend SW-CMM benefits to the total project
• Leverage previous process improvement investments
• Increased focus and consistency in:– Requirements development and
management– System design and development– System integration– Risk Management
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CMM Benefits• Improved schedule and budget predictability
• Improved cycle time
• Increased productivity• Improved quality• Increased customer satisfaction
• Improved employee morale
• Increased return on investment
• Decreased cost of quality
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Maturity Models CMMI – SEI/Carnegie Mellon
Level 1 – Performed Process unpredictable, poorly controlled, and reactive
Level 2 – Managed Process characterized for projects and is often reactive
Level 3 – Defined Process characterized for the organization and is proactive
Level 4 – Quantitatively managed Process managed and controlled
Level 5 - Optimizing Focus on continuous process improvement
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Project Management Maturity Models
Harold Kerzner’s Project Management Maturity Model
Level 1 – Common Language
Level 2 – Common Processes
Level 3 – Singular Methodology
Level 4 – Benchmarking
Level 5 – Continuous ImprovementContin
uous
Improvement
Basic
Knowledge
Process
Definition
Process
Control
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Project Management Maturity Models
Project Management Maturity Model (PMMM) –
J. Kent Crawford, 2002 Level 1 – Initial process
Ad hoc Management awareness
Level 2 – Structure Process and Standards Basic processes Management support Experts and generic tools Project centric
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Project Management Maturity Models
Project Management Maturity Model (PMMM) –
J. Kent Crawford, 2002 Level 3 – Organizational Standards and Institutionalized
Process Standardized processes Repeatable processes Actual data collected Industry standards or organizational specifics Organizational focus
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Project Management Maturity Models
Project Management Maturity Model (PMMM) –
J. Kent Crawford, 2002 Level 4 – Managed Process
Processes integrated with corporate processes Management mandates Project performance analyzed Organization specifics on estimates Data used
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Project Management Maturity Models
Project Management Maturity Model (PMMM) –
J. Kent Crawford, 2002 Level 5 – Optimizing processes
Project effectiveness Project efficiency Project performance improvement Continuous improvement
Best Practices
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Project Management Maturity Models
PMI’s Organizational Project Management Maturity Model (OPM3™) Standardizing Measuring Controlling Continuously improving
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PMI OPM3 Benefits
• Advance organization’s goals through the use of PM• Establishes organizational best practices for PM• Allows an organization to identify where it needs to
improve• Identifies priorities for improving and helps with
planning
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CMMI Kerzner Crawford PMI
Performed CommonLanguage
Initial Process
Standardizing
Managed Common Process
StructureProcess and Standards
Defined SingularMethodology
Organizational Standardsand Institutionalized process
Measuring
QuantitativelyManaged
Benchmarking Managed Processes
Controlling
Optimizing ContinuousImprovement
OptimizingProcesses
Continuously Improving
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Project Management is Free!
What is the cost of project management?
What is the benefit of project management?
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ROI of Project Management
What would be the costs?
What benefits would we see?
An Organizational Culture that Supports Project Management
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ROI Process – Jack Phillips methodology (www.roiinstitute.net) Determines the return you get on your investment We have to show the value of PM
Executive support Resources Methodology Systems
ROI Methodology 6 levels of value
1. Reaction2. Learning3. Application4. Impact5. ROI6. Intangibles
An Organizational Culture that Supports Project Management
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ROI Process – Jack Phillips methodology (www.roiinstitute.net) 10 steps:
Develop objectives for program evaluation Develop evaluation plans Data collection during program implementation Data collection after program implementation Isolate the effects of the solution Convert data to monetary value Identify intangibles Capture costs Calculate ROI (Net Program Benefits/Program Costs x 100) Develop report and communicate results
An Organizational Culture that Supports Project Management
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Cost of project delay
•Delay from past
project performance = 25% late
•Estimated12 month project = 15 month delivered
•Salary for PMO (8 personnel) = $700,000 annual salary
•Benefit of project = $1M / month
•Benefit of PM = 3 months saved @ $1M
per month = $3M
Example of Converting Data Using Baseline Data
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Summary
Baseline data Project performance Why projects fail The five keys to project success