12/16/08 1 Webinar Recovering Troubled Projects : Practical Advice for Managing Suppliers Featuring Christopher L. Dennis Steaming Kettle Consulting [email protected] 1 Brought to you by: Susan de la Vergne and
Jan 04, 2016
12/16/08 1
Webinar Recovering Troubled Projects :
Practical Advice for Managing Suppliers
Featuring Christopher L. DennisSteaming Kettle [email protected]
1
Brought to you by: Susan de la Vergne
and
12/16/08 2
Who We AreWho We Are
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SusanChris
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Our ScenarioOur Scenario
• Grave boss • You are summoned
to a meeting…
• Grave boss • You are summoned
to a meeting…
Will you fix it?
Grave situation
You can
• Make accurate diagnoses• Triage efficiently, and• Cultivate good bedside manner
enhance your ability to recover troubled projects
when you
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Many Scary Questions
Do we know the real problem?
Can relationships change to accommodate an altered scope?
Are suppliers part of the problem?
Should we even try?
Can the problem project be saved?
Can the problem project be saved?
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Project SuppliersProject Suppliers
In Group
OutGroup
• Project Team
• Material supplier– Raw or Finished
• Service bureau– Design– Marketing
• Corporate– Purchasing– IT
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Project Pathogens
Project Pathogens
• Unproven technology• External events• Inadequate information• Unclear or wrong goals• Failure of
communication• Inadequate resources• Failure of management
You can You can
• Localize the source of troublesome symptoms• Deepen understanding of team/supplier relationships, and• Uncover suppliers’ secret power
• Localize the source of troublesome symptoms• Deepen understanding of team/supplier relationships, and• Uncover suppliers’ secret power
increase suppliers’ contributions to project recoverywhen you
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Example Work Breakdown Example Work Breakdown New Bicycle WBS
1.MarketResearch
2. Design 3. Prototype 4. Market 5. Transferto Prod.
CustomerInterviews
Frame Build DesignCampaign
SourceNew Parts
CompetitorSurvey
DriveTrain
MechanicalTest
RecruitNew Retail
ModifyLine
FinancialAnalysis
Finish MarketTest
TeamSponsorship
AlterDistribution
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Step 1: ID Troubled Work Step 1: ID Troubled Work New Bicycle WBS
1. MarketResearch
2. Design 3. Prototype 4. Market 5. Transferto Prod.
CustomerInterviews
Frame Build DesignCampaign
SourceNew Parts
CompetitorSurvey
DriveTrain
MechanicalTest
RecruitNew Retail
ModifyLine
FinancialAnalysis
Finish MarketTest
TeamSponsorship
AlterDistribution
12/16/08 11
Step 2: List Suppliers for TW
Step 2: List Suppliers for TW
New Bicycle WBS
3. Prototype
Build
MechanicalTest
• As you list, look for – Repeating names– New relationships– New services/
materials
• As you list, look for – Repeating names– New relationships– New services/
materials
Steel StampingWest WeldingIronworks, Inc.
Sensors ’R UsWild RideWest WeldingData Bucket
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Step 3: Map SymptomsStep 3: Map Symptoms
• Common symptoms – Delivering nothing– Delivering
garbage– Delivering late – High costs
• Eliminate asymptomatic
• Common symptoms – Delivering nothing– Delivering
garbage– Delivering late – High costs
• Eliminate asymptomatic
Noth
ing
Garb
ag
e Late
Cost
Steel Stamping
West Welding*
Ironworks, Inc.
Sensors ’R Us
Wild Ride
Data Bucket
3. Prototype
12/16/08 13
ProjectGantt Chart
Step 4: Localize SymptomsStep 4: Localize Symptoms
• Did project teamset up trouble by…?– Failing to deliver– Delivering garbage– Delivering late – Passing on costs
• Did project teamset up trouble by…?– Failing to deliver– Delivering garbage– Delivering late – Passing on costs
• Dependencies– Evaluate input
quality
• Dependencies– Evaluate input
qualityFixed
UnworkableDesign
NoExcuse
ProjectTeamDelay
12/16/08 14
Diagnosis ChecklistDiagnosis Checklist
Troubled work packages, prioritized– Critical path
List of vendors– Symptomatic interactions
Localized symptoms– Root cause helpful but not necessary– May never know root cause
• To increase contributions– Must know the ‘now’ contribution
Troubled work packages, prioritized– Critical path
List of vendors– Symptomatic interactions
Localized symptoms– Root cause helpful but not necessary– May never know root cause
• To increase contributions– Must know the ‘now’ contribution
12/16/08 15
Deepen Understanding of Team/Supplier Relationships
Deepen Understanding of Team/Supplier Relationships
• People– Quality of interaction
• Statement of Work– Is it working?
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Supplier Relationships
Supplier Relationships
SalesContractingLeadersInformation
ExchangeMaterial ExchangeFeedback/compliancePayment
SalesContractingLeadersInformation
ExchangeMaterial ExchangeFeedback/compliancePayment
In Group
OutGroup
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Step 1: Diagram Relationships
Step 1: Diagram Relationships
Role In Group Out Group
Project Team West Welding
Sales Anne M. Rex Semter
Leaders Me Alan Bailey
Design Hand-off
Empty (Quit) Alan Bailey
QA/QC, Handback
Santosh J. ??? (Don’t know)
Accts Pay. Clerk 1 Clerk 2
Be ClearAbout
Vacancies
RecognizeKnowledge
Gaps
12/16/08 18
Step 2: Quality AssessmentStep 2: Quality Assessment
• Look For– Silence– Fear– Fatigue– Disinterest– Overload– Misunderstandi
ng– Surprise– Your insight…
• Look For– Silence– Fear– Fatigue– Disinterest– Overload– Misunderstandi
ng– Surprise– Your insight…
Role IG OG
Sile
nce
Fear
Fatig
ue
Overlo
ad
Su
rpris
e
Sales AM
RS
Leaders Me AB
Design Hand-off
0 AB
QA/QC, Handback
SJ ???
Accts Pay.
C1 C2• Assessment worksheet– http://www.steaming-kettle.com/Pages/proj.html
• Assessment worksheet– http://www.steaming-kettle.com/Pages/proj.html
12/16/08 19
• Consider– Role clarification– Personnel swaps – Strategic awareness– Goal alignment– Their ideas
• Remember, their engagement and action is a contribution
Step 3: Collaborate on Adjustments
Step 3: Collaborate on Adjustments
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Revisiting SOWListen FirstRevisiting SOWListen First• Problems you might not
know about• Fresh solution ideas• People are more likely to
implement ideas they own
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Revisiting SOWChoosing Words
Revisiting SOWChoosing Words• Get rid of “win-win”
– You’re asking for more– Supplier indicates a
win for them
• Use questions to generate possibilities– New possibilities are a
significant contribution
• Get rid of “win-win”– You’re asking for more– Supplier indicates a
win for them
• Use questions to generate possibilities– New possibilities are a
significant contribution
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How is the SOW inhibiting delivery?
How is the SOW inhibiting delivery?Help reveal
the supplier’s viewpoint
Help remove onerous constraints
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What contribution is needed?
To increase suppliers’ contributions to project recovery…
2. Do something spectacular– Unveil vendors’ secret power
1. Fulfill supplier promise– Review
scope of work
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Contribution’s
Benefit • Why should a suppler
increase their contribution?– They can sell it to the next
customer
• Ensure vendors a real benefit– Whole-hearted endorsement– Ownership stake
12/16/08 25
The Power of “Wow!”The Power of “Wow!”
• Use end-of-recovery viewpoint– What will your organization say after the
contribution?– What would the supplier put on their web
site after the contribution?
• Use “Wow!” to open up possibilities– Fear constrains thinking– Break everyone’s mind set
12/16/08 26
Wow! We made up four weeks using their embedded systems programmer!
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Wow! A great
power supply design! On
time and 20% savings!
12/16/08 28
Your Mission: Three Wow! Statements
Your Mission: Three Wow! Statements
• Look back after recovery– Hear your sponsor’s voice– Imagine a vendor’s marketing
flyer
• Think big, smile, laugh at your outrageousness
• Look back after recovery– Hear your sponsor’s voice– Imagine a vendor’s marketing
flyer
• Think big, smile, laugh at your outrageousness
1!
2!
3!
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Getting the Message OutGetting the Message Out
• You don’t know who has the secret power– Every vendor– Vendor’s vendors– Vendor’s consultants
• Personal, personal, personal– Secret powers
revealed by trust– Engage the team
12/16/08 30
Starting the “Secret Power” Conversation
Starting the “Secret Power” Conversation
“What do you dothat we don’t know about?”
Why do
you ask?
We searching for
a partner to…
12/16/08 31
Guam Networking Example
• Objective: Replace billing system (Budget >$1M)
• Trouble: IT staff, reliable network• Wow!:
– “With their help we made up four weeks and reduced packet loss by three orders of magnitude!”
• Secret power:– Rate consultant -> IT team– Brought in via rate consultant contract– Question asked to work begun: < 2 weeks
• Cost: ~15% of total budget
You can You can
• Localize the source of troublesome symptoms• Deepen understanding of team/supplier relationships, and• Uncover suppliers’ secret power
• Localize the source of troublesome symptoms• Deepen understanding of team/supplier relationships, and• Uncover suppliers’ secret power
increase suppliers’ contributions to project recoverywhen you
Credits
Credits
• Bearded Boss, http://images.picturequest.com/common/detail/82/82/22158282.jpg• Surgeon, http://www.brainybetty.com/medical4.htm• X-ray Doc, http://www.brainybetty.com/medical4.htm• Fem doc, http://hcmasolutions.net/images/female%20MD.jpg• Mixed herds, http://www.biology.duke.edu/bio217/2005/cjc6/cows%20and%20sheep.jpg• Yarn ball, http://image2.etsy.com/il_fullxfull.24983394.jpg• Legionella, http://biyolojiegitim.yyu.edu.tr/k/Legi/images/Legionella%20bacteria_jpg.jpg • Doctor checklist, http://www.newyorker.com/images/2007/12/10/p465/071210_r16884_p465.jpg• Couples counseling, http://youngadultcrisishotline.files.wordpress.com/2008/05/untitled.jpg• Parallel ladders,
http://blogs.consumerreports.org/home/images/2007/03/20/householdextensionladders_3.jpg• Rescue stretcher, http://www.coveredinbees.co.uk/images/trish.jpg• Lies, http://img280.echo.cx/img280/4048/lies3pf.jpg• Rabbit ears,
http://api.ning.com/files/KaywOhvDuuMP5x3AAZutrNUsO2pB6a9m5XO1UPQQuQfhTFMNG6v4eLr8NylV7V*2h*MQYQYDMG72qni2TiolYv00yJSUU4Wx/ears.jpg
• Dictionary, http://curtissannmatlock.typepad.com/photos/uncategorized/2008/08/11/gran_dictionary.jpg• Amish buggy, http://mediaroom.visitpa.com/files/hi_horse_buggy.jpg• Bloody prison, http://growabrain.typepad.com/photos/uncategorized/prison_cell.jpg• Great winter wall, http://farm1.static.flickr.com/28/63859030_18b9f0d92b_b.jpg • Broken heart, http://photoshopcontest.com/images/large/zyizcfrtx1q0tdrkugfj602casbn6rj9qbto.jpg • Recovery ribbon, http://admin.eventdirector.net/RESOURCES/SEALT/SITES/543/ZUSER/nzbcf%20pink
%20ribbon%20with%20tm.jpg• Moving day, http://lh6.ggpht.com/_h_JwTY5QRh4/RtmucCccWEI/AAAAAAAAA2g/ckkLZqBqhPU/IMG00433.jpg• Happy leap, http://croftonacupuncture.com/db5/00415/croftonacupuncture.com/_uimages/
bigstockphoto_Three_Girl_Friends_Celebrating_212140.jpg• Embedded system, http://fuxiontechnologies.net/images/embeddedsystems.jpg• Topo map, http://greenbrierriverproperties.com/Graphics/TOPOMAP.JPG• Copper wire, http://www.e-dot.com/CopperWire.jpg• Hand light bulb, http://www.debtreliefday.com/wp-content/uploads/2008/04/light-bulb3.jpg• Cell & clipboard, http://www.baseballmusings.com/archives/SheaBlogging.jpg• Guam map, http://aaa.via.infonow.net/locator/images/region_AS.gif• Flight surgeons, http://www.torch.aetc.af.mil/shared/media/photodb/photos/080101-F-0000T-006.jpg
• Bearded Boss, http://images.picturequest.com/common/detail/82/82/22158282.jpg• Surgeon, http://www.brainybetty.com/medical4.htm• X-ray Doc, http://www.brainybetty.com/medical4.htm• Fem doc, http://hcmasolutions.net/images/female%20MD.jpg• Mixed herds, http://www.biology.duke.edu/bio217/2005/cjc6/cows%20and%20sheep.jpg• Yarn ball, http://image2.etsy.com/il_fullxfull.24983394.jpg• Legionella, http://biyolojiegitim.yyu.edu.tr/k/Legi/images/Legionella%20bacteria_jpg.jpg • Doctor checklist, http://www.newyorker.com/images/2007/12/10/p465/071210_r16884_p465.jpg• Couples counseling, http://youngadultcrisishotline.files.wordpress.com/2008/05/untitled.jpg• Parallel ladders,
http://blogs.consumerreports.org/home/images/2007/03/20/householdextensionladders_3.jpg• Rescue stretcher, http://www.coveredinbees.co.uk/images/trish.jpg• Lies, http://img280.echo.cx/img280/4048/lies3pf.jpg• Rabbit ears,
http://api.ning.com/files/KaywOhvDuuMP5x3AAZutrNUsO2pB6a9m5XO1UPQQuQfhTFMNG6v4eLr8NylV7V*2h*MQYQYDMG72qni2TiolYv00yJSUU4Wx/ears.jpg
• Dictionary, http://curtissannmatlock.typepad.com/photos/uncategorized/2008/08/11/gran_dictionary.jpg• Amish buggy, http://mediaroom.visitpa.com/files/hi_horse_buggy.jpg• Bloody prison, http://growabrain.typepad.com/photos/uncategorized/prison_cell.jpg• Great winter wall, http://farm1.static.flickr.com/28/63859030_18b9f0d92b_b.jpg • Broken heart, http://photoshopcontest.com/images/large/zyizcfrtx1q0tdrkugfj602casbn6rj9qbto.jpg • Recovery ribbon, http://admin.eventdirector.net/RESOURCES/SEALT/SITES/543/ZUSER/nzbcf%20pink
%20ribbon%20with%20tm.jpg• Moving day, http://lh6.ggpht.com/_h_JwTY5QRh4/RtmucCccWEI/AAAAAAAAA2g/ckkLZqBqhPU/IMG00433.jpg• Happy leap, http://croftonacupuncture.com/db5/00415/croftonacupuncture.com/_uimages/
bigstockphoto_Three_Girl_Friends_Celebrating_212140.jpg• Embedded system, http://fuxiontechnologies.net/images/embeddedsystems.jpg• Topo map, http://greenbrierriverproperties.com/Graphics/TOPOMAP.JPG• Copper wire, http://www.e-dot.com/CopperWire.jpg• Hand light bulb, http://www.debtreliefday.com/wp-content/uploads/2008/04/light-bulb3.jpg• Cell & clipboard, http://www.baseballmusings.com/archives/SheaBlogging.jpg• Guam map, http://aaa.via.infonow.net/locator/images/region_AS.gif• Flight surgeons, http://www.torch.aetc.af.mil/shared/media/photodb/photos/080101-F-0000T-006.jpg
Email:chris@steaming-
kettle.com
Steaming Kettle Consulting
Phone:503-803-7627