How To Rescue A High Visibility Program

© 2006 Windward Consulting, LLC

www.windward.wswww.windward.ws770770--846846--08280828

David V. Tennant, PE, PMPDavid V. Tennant, PE, PMPWindward Consulting Group, LLCWindward Consulting Group, LLC

dvtentdvtent@[email protected]

Problem Projects: How to Rescue aProblem Projects: How to Rescue aTroubled HighTroubled High--Visibility ProgramVisibility Program

Presentation at PMI Atlanta PDD, August 26, 2006


Presentation Overview

Rescue of HighRescue of High--Visibility ProjectsVisibility Projects

- How do projects get into trouble?

- Five key problem areas.

- A realistic approach…

Think for a Moment. How do projects go off track? What are the key problems that contribute to, or cause, project failure?


• Poor Planning or Scope Definition• Continuous Scope Changes• Inadequate or Wrong Resources (people)

• Lack of Management Support• Poor Communications• Lack of Accountability• Conflict Between Departments • Poorly Defined Roles & Responsibilities• Objectives Not Clear • Changes in Goals or Resources• Dysfunctional Organization• Failure to Heed Warning Signs• Unrealistic Expectations

Rescue of HighRescue of High--Visibility ProjectsVisibility ProjectsGeneral problems contributing to project failure:General problems contributing to project failure:


For today’s discussion, let’s focus on thefollowing five causes:

1.1. Continuous Scope ChangesContinuous Scope Changes

2.2. Poor PlanningPoor Planning

3.3. Wrong People in ChargeWrong People in Charge

4.4. Dysfunctional OrganizationDysfunctional Organization

5.5. Unrealistic ExpectationsUnrealistic Expectations




1. Continuous Scope Changes1. Continuous Scope Changes

The continuous, unauthorized, changes to a project that results in the expansion or addition to the project scope.

Scope Creep:Scope Creep:



Even with a reasonable project plan, a process for managing scope is necessary

Project Plan

ApprovedRequest

for Change

Project Continues per Plan

Review Change Impact

•Cost & Benefits•Resources•Schedule•Quality

Change Approved NOYes

Revise Proj Plan(re-baseline)



2. Poor PlanningPoor Planning

Why do seemingly intelligent people Why do seemingly intelligent people skip the most important part: project skip the most important part: project planning?planning?


Execution ClosingPlanningInitiation

Typical Phases of the Project Life CycleTime

Lev e

l of E

ffor

t

Project Control

Many times, teams try to Many times, teams try to jump from concept to jump from concept to execution.execution.



Proper Project Scope Development

� Develop and confirm client requirements (SOW)� Develop detailed WBS� Obtain input from all key stakeholders� Perform initial risk review (impacts to WBS)� Develop a full project plan covering the 9 areas of PMBOK� Obtain client and Sr. Management sign-off on the plan



3. The wrong people are in charge.3. The wrong people are in charge.

How does this happen?How does this happen?


Position Title: Sr. Program Manager

Professional Requisites: 10+ years in software development; 5+ years in management of software development and teams.

Position Description

Our client is looking for an experienced PM to head up the entire software development and scientific teams. This position will report to the VP, Services. The job will include the following responsibilities:

Qualifications

• Strong management skills is a must - should have managed teams in excess of 50 people; must be organized, disciplined, and able to manage multiple teams across geographies (including internationally)• Design, implementation, and management of imaging and computer vision systems• Design, implementation and management of data warehousing and analytical systems• Ability to integrate and work within in a small, dynamic, and entrepreneurial organization is essential• Strong project management skills and the ability to manage multiple product development streams, along with occasional operations-support projects.• In-depth knowledge of object-oriented processes, methodologies and software product development/release best practices.

��

��

��



TechnicalManagerial

The Fork in the Road of Your Career!(~ 5 to 7 years)

Career Decision TimeCareer Decision Time



Project Managers need key managerial skills more than technical skills:

• Strong communication skills—written & verbal• Ability to grasp situations and their implications• Can sell ideas and obtain executive support

(negotiations)• Motivates the team• Staying focused on the deliverables and end results• Managing client expectations• Resolving conflict



4. Dysfunctional Organization

Just like families, organizations sometimes need therapy…..



Companies may have good people and strong support services. However:

� Many upper level executives fail to understand what project management is all about and how it can help them—it is considered a “lower-level” tool.

� Very little process—PM or functional

� Too much in-fighting

� Project responsibilities split between departments

� The organization has a history of little accountability, lack of discipline on the part of PM’s, and few requirements in the selection of project managers.



5. Unrealistic expectations� Project end dates are dictated, not derived

� Budgets are arbitrarily cut (or dictated prior to project scoping)

� Solution to problems is to throw more people or money at it….

� We need to add scope but remain within the original budget….

� Bid proposals are based on “getting the job” rather than realistic costs



�� !�� "

Answer:� #�� $�� #�� %��&��'� (�!��

� )��%�� !�!�� *%%

Gulp!


Rescue of HighRescue of High--Visibility ProjectsVisibility Projects(Implementation)

CloseProject

Plan &Authorize

Project

DevelopBusiness

Case

A Project in Progress

Time

Lev e

l of E

ffor

t

DesignProject

ConstructProject

Gate 1(Project Identified &

Budget Approved)

Gate 2(Final Project Approved)

(Change Control)

Gate 3(Project

Deliverable)


Disaster RecoveryWhen Do I Escalate to Upper Management?

� When a significant risk event is triggered.

� When you are showing a consistent trend in budget or schedule overrun and you need assistance from the executive team with corrective action.

� A majormajor scope change request is received.

� A major supplier performance issue is discovered.

Status reports should keep everyone informed; therefore, there should not be any surprises.


(KEY POINT: A project will never succeed without executive support)


Disaster RecoverySuggested steps

I. Assessment

1. Where is the project currently? Does it match up with the original goals and objectives?

2. Look at the project plan: does it cover the nine key areas of project management? (probably not)

3. Review the financials and milestones to determine how far off the budget and schedule you are.

4. Determine if any risks have been identified and if they have come to fruition.




II. Recovery Planning

1. Develop a new plan (9 areas) that clearly delineates goals and objectives, roles, schedule, WBS, etc. Be sure to identify the new critical path and new budget.

2. Determine what resources are needed. Compare this to what you currently have.

3. Get upper management and the client to sign-off on the plan.


RESET EXPECTATIONS!RESET EXPECTATIONS!


4. Meet weekly (or daily, if needed) to track project more closely.

5. Keep upper management/client informed of issues & progress: communicate.

6. If negative trends appear impossible to turn around, it may be time to cancel the project or perform a new business case.


II. Recovery Planning (continued)



Control Techniques,Tips and Guidelines

Among the things a project manager must do:� Insist on good documentation—it will CYA� Monitor results to assure that specs and contract conditions are

being met� Insist on revised SOW, WBS, schedule, and budget when major

changes occur—document scope changes through a change form� Monitor and control direct contact with customer and prevent

unauthorized changes in SOW and contracts� Personally participate in any trade-off agreements made between

functional managers and customer representatives



How do we deal with Crises? What should be my actions?

1. Prepare for new/additional problems (Risk Planning)

2. Surround yourself with good people3. Hold people accountable


4. Obtain facts, data and information as quickly as possible

5. Do not manage an emergency by long distance6. Maintain relationships with stakeholders

(A crisis is no time to start looking for friends)7. There should be only one person in charge

(i.e. you need the authority, not just the …. responsibility)

8. Set up a war-room


A few pointers on what to expect in crisis situations:A few pointers on what to expect in crisis situations:

1. It is extremely stressful2. You will probably not get much sleep until project is

stabilized3. Multi-tasking is an understatement4. You will have to provide continuous updates5. You may have to deal with the media

(everyone will want answers “now”)6. You may have to replace (i.e. fire) some of the team7. Fire-fighting will be the norm until you get a grip on

project risks8. You may experience personnel turnover9. You will be between a rock and a hard place



Thank You!Thank You!

How To Rescue A High Visibility Program

Documents

llcrescue of highrescue

project failure

project planning

scope creep

pmpwindward consulting

llcwindward consulting

continuous scope changes1

reasonable project plan