Managing Projects that are Destined to Fail

Managing Projects that are Destined to Fail

Lena Salim, PMP, Prince 2, PSM

About Me

• Where I got my theories from?1. PMP2. Prince 23. PSM4. MBIS (Australian Nat Univ)5. Managed projects?

• Current status: Ready for the next challenge!

Agenda

• Welcome drinks & nibbles• Interactive discussions• PM Tool demo from Roll• Question & Answers

Definition of Fail

• What is a failing project?1. Objective data: cost, time, scope, quality2. Subjective data: atmosphere

• Case Study: ASB Classic

Definition of Fail

• Who actually has the power to define the destiny of a project?

• Always know your power & rights!1. Whats your kpi?2. Whats your level of authority?3. What if point 1 & 2 dont match?

Lets see….. What we can do?

Step 1: Look at the Project Plan

• Project Plan (Estimation Based) :1. Scope, Schedule, Budget2. Quality, HR, Communication, Risk, Procurement

• Any missing info?• Case Study: 2 Existing project plans What

does this mean?

Step 2: Existing Project KPI

• Easy kpi: – % completion [calculate velocity]– Vs. Remaining scope, budget and time

• Advanced kpi- EVM (spi, cpi, BAC)• ASB Classic: no kpi. Look into PM Tools (Task

tracking, time tracking), incurred bills, etc

Step 3: Stop Existing Damage

• Find the leaks, mend it • What happenned in the past is not your fault

(e.g. damaged floor, chairs)• Make sure others know this• ASB Classic:

– no kpi, – no communication plan, – no integration point, – unclear roles & responsilibilities– 15+ remote stakeholders dumped into 1 email

thread!!

Step 4: Create a New Plan

• Extra $$$, time, resources• New team rules• Adjustment in scope & quality plan• ASB Classic:– Lean equipment– No more helping others out– Regular communication, clear expectations, create

sub threads

Step 5: Image Repair

• Anounce the changes underway• ASB Classic:– Call each stakeholder (client & stakeholder)– Introduce myself, personal touch– Hold a formal meeting (internal team)– Let them know the new plan, only the bits that

will effect them

Step 6: Monitoring & Controlling

• Keep track on:– What? ongoing tasks– Who? Person in charge– Caution! blockers

• ASB Classic:– Danny struggles with stake holders– Alan struggles with workloads

Step 7: Remove impediments

• Set up a meeting with Subject Matter Experts• Add resources• Re-prioritize tasks (put a task on hold)• ASB Classic:– Take over their tasks– Coaching– Find Interns