Applying Project Management Methods Peishen Wu, MD 2015.2.10 @ ASCC
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Applying Project Management Methods
Pei-‐shen Wu, MD 2015.2.10 @ ASCC
The Thought Behind
• Three emphasis for success – A self-‐contained framework – RepresentaHve examples – Tools & Key references for excepHon/extensions
• Goal is to make quick PM deployment possible for everyone
What is a project anyway?
• Project vs. OperaHonal Management
• a Project – Is temporary, Has a clear Start à End – No SOP, Rare past experience – Deliverables (Service, Product)
What is Management?
To do 4 things
• Planning – Making steps, Se[ng goals/baselines
• Organizing – Allocate resource, Define roles & responsibility
• Leading – Coaching, MoHvaHng, CommunicaHng …
• Control – compare results with baselines, find cause
Not one for all
• Projects differ in size, facing different issues • AdministraHon costs
à Methods be tailored on a case-‐by-‐case basis à Fortunately, certain concepts remain universal
Constraints Scope Time Cost
People Human Resources CommunicaHon
Procurement
Stakeholders Quality
Risk
Triple Constraints
Scope
Time
Project IntegraHon
Cost
The Three Most Important
Things
• Scope • Cost & Time • People
How to do Scope Management?
1. Collect Requirements 2. Define Scope – Work to do – Not to do – Define what to deliver, the acceptance Criteria
3. Subdivide work into manageable parts – Work Breakdown Structure (WBS) – The keyword here is MANAGEABLE
Work Breakdown Structure (WBS)
Arrow On Node (AON) Diagram
Determine Milestones &Baselines
Estimate Resources
AON x Time Resource =
Critical Path
AON x Resource x WBS =
Gantt Chart
How Milestones &Baselines
Leads to Control
?
The Link between Cost x Time =
Earn Value Management
Time
Work
Should be
Done Checked
At time point
Should work be
Should be
Done Checked
Estimated
Cost Actual
Spent
100
100
100
100
200
150
110
50
Should be Done
Checked Estimated Cost
Actual Spent
100
100
100
100
200
150
110
50
Should be
Done
Estimated
Cost
Planned Value
= 100 + 100 + 100 + 0 = 300
Should be
Done
Checked
Estimated
Cost Actual
Spent
Planned Value
Earned Value
Actual Cost
Planned Value
Earned Value
Actual Cost
100+100+100 = 300
100+100 = 200
200+110 = 310
Should Be Done
Checked
Estimated Cost
Actual Spent
Planned Value
Earned Value
Actual Cost
Should be Done
Checked Estimated Cost
Actual Spent
100
100
100
100
200
150
110
50
PV
EV
AC
100+100+100 = 300
100+100 = 200
200+110 = 310
Scheduled Performance Index
SPI = Planned
Value
Earned Value
PV
EV
AC
100+100+100 = 300
100+100 = 200
200+110 = 310
Cost Performance Index
CPI = Actual Cost
Earned Value
Cost Performance Index
CPI
SPI Scheduled Performance Index
At time T,
> 1 is good
Behind EVM: Two Different Things
Cost Performance
vs. Schedule Performance
• Scope • Cost & Time • People
Tools from PMP
• CommunicaHon matrix • Responsibility assignment matrix (RACI)
Communication matrix
RACI matrix
People, Human part
People
• Three Steps to Create Cultures of Contagious Spirit
• Six Rules for Building Culture • Balancing Three Human Intelligence
Create Cultures of Contagious Spirit
• A culture of Contagious Spirit • Demand Authenicity • Keep the number one thing the number one thing
A culture of Contagious Spirit
• Be connected with People, Inspire them with work • What employees enjoy doing? • What moHvates them personally, professionally?
• People perform opHmally when Trusted, Supported • Having friends at work is what keeps employees engaged > more important than good relaHonship with the boss
Demand Authenicity • Create safe environments that encourages meaningful conversaHons
• Establish a foundaHon of Trust • Transform conflict into outcomes
• Non-‐Violent CommunicaHon – Observe ObjecHvely without Judgment/CriHcism – IdenHfy the feeling evoked – Connect the feeling to unmet need – Make clear request for help to meet the unmet need
Scenario
• Coworker rude to Customer 1. Label the guy as being rude 2. Express yourself being upset by the behavior
because not meeHng the need to treat customers with respect – Analysis of the feelings with the Unmet need – A Simple request to treat customers well
Keep the number one thing, The number one thing
• Make everyone aware of company’s the top priority
• Get everyone focused • Share vision & Strategy not annually, but ALL THE TIME
People
• Three Steps to Create Cultures of Contagious Spirit
• Six Rules for Building Culture
• Balancing Three Human Intelligence
Talk the Talk
• What Counts? Why are we together? • What are we trying to accompish?
• Leaders are trained to be raHonal, but Employees need to be spoken to as whole human beings
• Tell true stories and be truthful
• Walk the talk – Embody the core values yourself
• Be successful – Define success, Engage success
• Celebrate Success • Escort Misfits out of the Tribe • Drive the Culture – Be cognizant for everything you say & do – Define culture acHvely
People
• Three Steps to Create Cultures of Contagious Spirit
• Six Rules for Building Culture
• Balancing Three Human Intelligence
Logic Emotion
Intuition
Ability to connect at heart so people feel safe, loved and enjoyed
Know what makes sense Plan processes to get things done
Ability to pick-up unspoken messengers and see the big picture
Key is to balance the three
If unnoHced, we tend to • Convert others to our perspecHve à KING MODEL • Or kill them off à CONVERT-‐OR-‐KILL paradigm
this UlHmately leads to unbalanced monocultures
Resources
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