Surviving in a Matrix: Simple Techniques for Effective Project Management in a Matrix Organization

Surviving in a Matrix Effective Project Management in a Matrix Organization A webinar for the IT Metrics and Productivity Institute 2 October 2014 http://www.itmpi.org

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Dr. Thomas Juli, PMP®, CSM®

Thomas Juli Empowerment Partners www.motivate2b.com

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(1) Project in a Matrix (2) Quo Vadis? (3) Work Package

Structure (4) Project Organization (5) Early Warning System (6) Continuous Learning

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© 2014 by Thomas Juli, all rights reserved Picture : http://tinyurl.com/mazu85t

(1) Project in a Matrix

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A project is a project if

Content © 2014 by Klaus Tumuscheit (www.tumuscheit.de), all rights reserved

The decision maker has given the green light for

ü  Project objectives

ü  Work package structure

ü  Project organization

ü  Early warning system

The start of a project directly affects the end of a project

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© 2014 by Thomas Juli, all rights reserved

(2) Quo Vadis?

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Our products are

beautifully designed

and user friendly.

Wanna buy one?

Everything we do, we

believe in challenging

the status quo. We

believe in thinking

differently. The way

we do this is by

making our products

beautifully designed

and user friendly.

Wanna buy one? © 2014 by Thomas Juli, all rights reserved 6

WHY?

© 2014 by Thomas Juli, all rights reserved 7

Is this you?


Is this you?


Is this you?

People don’t care what YOU do, they care why YOU do it.

The same applies to organizations


People don’t care what YOU do, they care why YOU do it.

The same applies to organizations


Motivation Why do you want to start your project in the first place?

1. What‘s (are) the issue(s)?

2. Who is affected and how?

3. What are the impacts of the issue(s)? What

happens if nothing changes?

Why? Why? Why?


Vision What do you envision?

1. What would be the ideal

state?

2. What benefits / added value does this vision promise?

3. Who benefits from this vision?


VS

I have a dream!

I have a plan!


Project(s) What do you want to accomplish?

1. What concretely do you want to achieve?

2. What does „project success“

mean to you?

3. What are your immediate next

steps?


The MVP of your project

Motivation, Vision and Project(s) are the MVPs for Project Success


Prioritize with Steering or Control Levers


Quality Cost

People Time

Define priorities at the beginning of your project!

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A good Project Charter includes


ü  Motivation & Vision ü  Project content (in scope, out of

scope) ü  Decision maker ü  User of output ü  Quantitative and qualitative

objectives ü  Quantitative and qualitative benefits ü  Requested finish date ü  Earliest benefit date ü  Project priority ü  Priority of control levers ü  Brief SWOT analysis ü  Planning duration ü  Project manager ü  Departments involved

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(3) Work Package Structure

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Building a Work Package Structure

1.  Which departments are involved? 2.  What are the various phases or

milestones? 3.  What is the department‘s potential

result? – Parameter Quality 4.  Who is accountable for the work

package? Who else is involved ? – Parameter People

5.  What are the costs? – Parameter Cost 6.  What kind of planning do we need?

Time = fixed -> backward planning Capacity = fixed -> forward planning

7.  What are the time requirements? – Parameter Time

20 Content © 2014 by Klaus Tumuscheit (www.tumuscheit.de), all rights reserved

Work Package Structure Plan

Time Depts involved Phase 1 (e.g. analysis) Phase 2 (e.g. concept)

4. What?

5. Who?

6. With what?

7. From ... To ...

1

2

3

8

9

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1.  Which departments are involved in this project?

2.  What are the various phases of the project?

3.  Which department is responsible for this work package?

4.  What is the output of this work package? 5.  Who takes responsibility? 6.  How many person days are required? 7.  Over what time period?

8.  What is the ranking of the steering levers? If T is important = backward planning If P is important = forward planning

9.  How do we anticipate potential pitfalls? 10.  When will we achieve the milestones?

Project Decision Maker

Project Manager

Line Depart-ment A

Line Depart-ment B

...

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(4) Project Organization


Decision Maker


Tasks Competence Responsibilities •  Approves defined

goals (Q) •  GO goals and

ranking priorities •  GO work package

structure (T.C.P) •  Releasing

resources •  Informs line

managers •  Makes decisions

on deviations (Q.T.C.P)

•  Checks project results and motivates team

•  Authorized to make decisions

Success of the •  Company •  Department •  Project

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Project Manager


Tasks Competence Responsibilities •  Plans,

documents, coordinates, informs, presents, motivates

•  Compares planned vs. actuals

•  When the project is off course: analysis of potential effects (recommendation)

•  Prepares, holds, moderates and minutes meetings

•  Project management methodology

•  Project leadership

•  Helps achieve goals (Q)

•  Current project status (T.C.P)

•  Transparency of information

•  Efficiency of meetings

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Line Departments


Tasks Competence Responsibilities •  Provide best

suitable personnel available

•  Make the department project packages work

•  Keep relevant management informed

•  Expertise in their field(s)

•  Q.T.C.P of the work packages

•  Staff •  Efficiency and

effectiveness

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Work Package Owners


Tasks Competence Responsibilities •  Define activities •  Estimate effort •  Develop product /

work packages •  Ensure quality

•  Expertise in their field(s)

•  Progress tracking of accountable work packages

•  Delivery of work packages

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Project Core Team


Tasks Competence Responsibilities •  Supports the plan

and helps make recommendations

•  Methodology •  Expertise in

their field(s)

•  Planning and recommen-dations

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Optional: Product Owner


Tasks Competence Responsibilities •  Defines

requirements (according to vision)

•  Prioritize features (according to ROI)

•  Gives feedback •  Manages

functional stakeholders

•  Expertise in his/her field(s)

•  Accepts or rejects results

•  Owner of project / product vision

•  Represents customer(s)

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(5) Early Warning System


Plan and Control Work Packages

1.  What are the goals of the work package?

2.  What are the criteria for its success?

3.  What are the acceptance criteria?

4.  Who is accountable?

5.  Who else is involved?

6.  What are the check points in the work package?

7.  When are the check points scheduled?

8.  What are the measurable factors of the check points?

9.  Who is involved in the check points?

10. What is the expenditure for the check points?


What did you accomplish yesterday?

What will you accomplish

today?

What impediments are

in your way?

Daily Sync-Meeting

Ø  Time-boxed to 15 minutes

Ø  Best when held first thing in the morning

Ø  All team members are required to attend

Ø  Primary objective: synchronization

Ø  Start on time Ask 3 simple questions


What did you accomplish yesterday?

What will you accomplish

today?

What impediments are

in your way?

Benefits of Daily Sync-Meetings

ü  Improves communications ü  Eliminates other meetings ü  Identifies and removes impediments ü  Promotes quick decision-making ü  Improves everyone’s project knowledge


Risk Analysis

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Risk Analysis


Managing Plan Deviations The future is not in your plan

§  Deviations are daily

business in projects

§  We find solutions, not

guilty persons

§  Yellow or red lights are

good for decision

makers (it’s their job to

decide)

§  Unresolvable issues

have to be escalated

All on 1 sheet. Clear and concise. No prose. (1) The owner of the work package(s) causing a plan

deviation has to be fill out the Worksheet.

(2) All key information is presented in a compact way.

(3) A more detailed explanation may be given in a separate appendix / document.


Plan Deviation and Recommendation The 5 Steps Course Correction

Project Work Package(s) Project Mgr. Date Status* ...

Affected Projects / Depts.

… … … … ... ... ... ... ... ... ...

T – Time, Duration C – Cost, Investment P – People Q – Quality (of result), Scope

I. Plan 1. What was the original target date / planned schedule?

2. What was the initial planned budget (e.g. in person days or €)?

3. How many people were / are required from each team / project?

4. What was the original scope and quality expectation?

II. Status / Deviation 5. Deviation with respect to planned vs. actual time / duration?

6. Deviation with respect to planned vs. actual costs?

7. Deviation with respect to planned vs. actual people / staff level?

8. Deviation with respect to planned vs. actual scope / quality

III. Impact on Project 9. Impact with respect to planned vs. actual time / duration?

10. Impact with respect to planned vs. actual costs?

11. Impact with respect to planned vs. actual people?

12. Impact with respect to planned vs. actual scope / quality?

IV. Mitigation and consequences

Option A

[brief description]

[impact on work package(s) and project with respect to time]

[impact on work package(s) and project with respect to cost]

[impact on work package(s) and project with respect to people]

[impact on work package(s) and project with respect to quality]

Option B

V. Act (Recommendation) What? Who? By when?

<A or B> <List the measures resulting from the recommendation – accounting for the priorities of the steering and control levers> <Person responsible> <Specify date>

1 2 3

4

5


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(6) Continuous Learning

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“Learning is not compulsory... neither is survival.” W. Edwards Deming (1900 - 1993)

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300


Take small steps

... one at a time

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(6) Continuous Learning


ü  Schedule lessons learned sessions on a regular basis

ü Use a structure to sort and priorities feedback, e.g.

o  People

o  Processes

o  Project / product

ü  Prioritize

ü  Action

ü  Follow-up and share

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(1) Know where you are going

(2) Build a Work Package Structure

(3) Define a Project Organization

(4) Establish an Early Warning System

(5) Cultivate Continuous Learning

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Surviving in a Matrix Effective Project Management in a Matrix Organization

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Book Recommendations


Tumuscheit, Klaus (2013). Projects And How To Survive Them. Amazon Media EU S.à r.l. -> www.tumuscheit.de

Juli, Thomas (2011). Leadership Principles for Project Success. New York: CRC Press. -> www.Motivate2B.com/Book

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Dr. Thomas Juli Rahmengasse 9 69120 Heidelberg Germany [email protected] www.motivate2b.com Twitter: thomasjuli

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Surviving in a Matrix: Simple Techniques for Effective Project Management in a Matrix Organization

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