Managing Projects that are Destined to Fail Lena Salim, PMP, Prince 2, PSM
Feb 16, 2016
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