10 WAYS TO INCREASE YOUR PROJECT’S SUCCESS Project Management Workshop Brandon Olson, PhD
Nov 01, 2014
Purpose
•Define projects and project management
•Evaluate highly visible failed projects
•Describe the purpose of risk management
•Identify common sources of project failure
•Develop methods to address common failures
Agenda
•Definitions
•Project Management
•Risk Management
•Project Failures
•Sources of Project Failures
Agenda
•Definitions•Project Management
•Risk Management
•Project Failures
•Sources of Project Failures
Definitions of Project Management
•"...a complex, non-routine, one-time effort limited by time, budget, resources, and performance specifications designed to meet customer needs(Gray & Larson, 2008)
•"...a temporary endeavor undertaken to create a unique product, service, or result.“ (PMI, 2008)
UniqueTemporary
One-Time
Project Characteristics
Kerzner, 2009
PROJECT
Specific Objective withDefined Specifications
Defined Startand End Dates
Funding Limitations
Consume Human andNonhuman Resources
Multiple Disciplines
Operations vs. Projects
Operations Projects
Taking notes in class Writing a research paper
Recording sales into ledger Setting up sales kiosk for convention
Practicing a musical instrument Writing a new piece of music
Manufacturing the iPhone Designing the new OS
Attaching sales tags to merchandise Implementing a new RFID system
Adapted from Gray & Larson, 2008
Agenda
•Definitions
•Project Management•Risk Management
•Project Failures
•Sources of Project Failures
Project Sources
Increase Revenue(expand services)
Reduce Expenses
Directive
New product/servicesMarket ExpansionIncreased Scalability
Process ImprovementDecision Making
Government ComplianceSelf-ImposedCompetitive Standards
Project Team and Stakeholders
ProjectChampion
ProjectOwner/Sponsor
(client)
ProjectManager
Project Team(Multidisciplinary Specialists)
Customers(Recipients of Outcomes)
Agenda
•Definitions
•Project Management
•Risk Management•Project Failures
•Sources of Project Failures
Looking for Risk
• Variables• Scope• Budget• Schedule
• Project Team
• Stakeholders
• Internal Events and Environment
• External Events and Environment
Risk Register
Uncertainty
Consequences Potential
Time Performance
Level
No Signature
Project on hold until client signs
2% 3% 0%
UPS strike Product materials cannot be shipped to product site and must be hand delivered
25% 50% 10%
Current development server crashes again
All new development and modifications are halted until server can be replaced
75% 25% 80%
High Risk
Moderate RiskLow Risk
Contingency Planning
Event Affect on Project
Actions TakenUPS strike Delays in shipping products to sitesFleet vehicles are available
and project team can deliver products to individual sites.
Server Crash Stoppage of work in the test and development environments
New server has been ordered and the costs will be covered by the IT department.
Agenda
•Definitions
•Project Management
•Risk Management
•Project Failures•Sources of Project Failures
Agenda
•Definitions
•Project Management
•Risk Management
•Project Failures
•Sources of Project Failures
Sources of Project Failures
1. Project Champion
2. Process Shortcuts
3. Expectations Management
4. Variable Lock-In
5. Estimating Techniques
6. Optimism
7. Resource Assumptions
8. People Management
9. Adapting to Change
10.Insufficient Resources
Adapted from Whitten & Bentley, 2007
Source 1: Project Champion
• Project is approved without a champion
• Champion leaves the organization
• Champion loses interest in the project
Effect Project Actions Taken
Source 2: Process Shortcuts
• Skipping steps in the selected processes
• Incomplete or portly executed processes
• Ignore process altogether
Effect Project Actions Taken
Source 2: Expectations Management• Unknown or ambiguous deliverables / goals
• Scope / Feature Creep
• Fluid requirements
Effect Project Actions Taken
Source 4: Variable Lock-In
• Committing to initial estimates
• Estimates established without thorough analysis
• Estimates do not consider recent changes
Effect Project Actions Taken
Source 5: Estimating Techniques
• Estimates are influenced by internal/external pressures
• Estimates are based on uneducated estimates
• Estimates are based on padded hours
Effect Project Actions Taken
Source 6: Optimism
• Project team does not evaluate affect of issues and risks
• Project team discounts true affect of issues and risks
• Project team assumes issues or time can be addressed later
Effect Project Actions Taken
Source 7: Resource Assumptions
• Mythical Man Month (Brooks, 1975)• Adding resources reduced project duration• 2x resources reduces schedule by 50%
Effect Project Actions Taken
Source 8: People Management
• Project managers promoted without development
• Project managers value tasks over managing team
• Project managers value tasks over communications
Effect Project Actions Taken
Source 9: Adapting to Change
• Change in organizational priorities
• Change to organizational processes
• Change in external environment
Effect Project Actions Taken
Source 10: Insufficient Resources
• Insufficient funding or material resources
• Insufficient staff or missing skill sets
• Insufficient experience
Effect Project Actions Taken
Monitor and Control
Evaluate Progress
Identify Risks
Assess Risks
Develop Plans
Execute Plans
Communicate
References• Brooks, F. (1975). The mythical man-month. Reading, PA: Addison-Wesley.
• Gale, S. (2011). Failure rates finally drop. PM Network, 25(8), 10-11.
• Gale, S. (2013, April). Finding the competitive edge. PM Network, 27(4), 39-43.
• Gray, C.F., & Larson, E.W. (2008). Project management: The managerial process (4th ed.). Boston, MA: McGraw Hill.
• Kerzner, H. (2009). Project management: A systems approach to planning, scheduling, and controlling. New York, NY: Wiley.
• Project Management Institute (2008). A guide to the project management body of knowledge (4th ed.). Newtown Square: PA: Author.
• Whitten, J.L., & Bentley, L.D. (2007). Systems analysis and design methods (7th ed.). Boston, MA: McGrawHill /Irwin.
http://faculty.css.edu/bolson1/presentations/ProjectSuccess.pdf