Project Success

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Information about Project Success

Published on January 14, 2009

Author: csreid1

Source: slideshare.net

Description

To Succeed in Projects

Project Success Carolyn Reid, PMP, MBA January 15, 2004

You are an overworked Project Manager What to say when you get caught sleeping at your desk:

What to say when you get caught sleeping at your desk:

What to say when caught sleeping at your desk 10. They told me at the blood bank this might happen. 9. This is a 15 min. power nap they taught me about in that time mgt course you sent me to. 8. Guess I left the top off the Wite-out. You got here just in time! 7. I was meditating on the mission statement envisioning a new paradigm. 6. I was testing my keyboard for drool resistance.

10. They told me at the blood bank this might happen.

9. This is a 15 min. power nap they taught me about in that time mgt course you sent me to.

8. Guess I left the top off the Wite-out. You got here just in time!

7. I was meditating on the mission statement envisioning a new paradigm.

6. I was testing my keyboard for drool resistance.

What to say when caught sleeping at your desk 5. I was doing a highly specific Yoga exercise to relieve work-related stress. Do you discriminate against people who practice Yoga? 4. You interrupted when I had almost figured out a solution to our biggest problem. 3. The coffee machine is broken… 2. Someone must have put decaf in the wrong pot. 1. Amen!

5. I was doing a highly specific Yoga exercise to relieve work-related stress. Do you discriminate against people who practice Yoga?

4. You interrupted when I had almost figured out a solution to our biggest problem.

3. The coffee machine is broken…

2. Someone must have put decaf in the wrong pot.

1. Amen!

“ All work can be converted into a project…. WITH SIGNIFICANT VALUE-ADDED POTENTIAL.” Tom Peters

Contents A Piece of Cake The Glass is Half Full The People The Process Optimizing Project Management

A Piece of Cake

The Glass is

Half Full

The People

The Process

Optimizing Project Management

Project: Cake! Or was it the Nightmare project! The following is a description of a project that Management continuously said would be “a piece of cake”

Project: Cake!

Piece of Cake Started Late Management Support: Labeled Piece of cake Even though it wasn’t our area of Expertise Management style: constant threat of shutting down the division SOW not matching Client contract App Engineer quits a few weeks into the 3 month project Holidays, weekends, nights…. The Good News Fantastic Teamwork Achieved Goals

Started Late

Management Support:

Labeled Piece of cake

Even though it wasn’t our area of Expertise

Management style: constant threat of shutting down the division

SOW not matching Client contract

App Engineer quits a few weeks into the 3 month project

Holidays, weekends, nights….

The Good News

Fantastic Teamwork

Achieved Goals

The Glass is Half Full Learning from obstacles

Top 10 Reasons Projects Fail 10. Lack of Executive Sponsorship 9. Poor Planning 8. Poor Communication 7. Lack of objectives 6. No Stakeholder analysis

10. Lack of Executive Sponsorship

9. Poor Planning

8. Poor Communication

7. Lack of objectives

6. No Stakeholder analysis

Top 10 Reasons Projects Fail 5. Lack of good Leadership 4. No Ownership/ Teamwork 3. Unrealistic expectations 2. Poor Change Management 1. Poor Risk Management

5. Lack of good Leadership

4. No Ownership/ Teamwork

3. Unrealistic expectations

2. Poor Change Management

1. Poor Risk Management

Examples of Failure Poor Stakeholder analysis: Designing airbags for one size of person Unrealistic Expectations: Budget: What the customer can pay Schedule: When the customer needs it If Sales can sell it, you can design and build it! Poor Planning Titanic voyage

Poor Stakeholder analysis:

Designing airbags for one size of person

Unrealistic Expectations:

Budget: What the customer can pay

Schedule: When the customer needs it

If Sales can sell it, you can design and build it!

Poor Planning

Titanic voyage

Scenario of Good Intensions gone wrong PM effort to please customer – changes are freebies Schedule slips Budget is blown Doesn’t produce what Customer wants Changes not discussed, documented and agreed to

PM effort to please customer – changes are freebies

Schedule slips

Budget is blown

Doesn’t produce what Customer wants

Changes not discussed, documented and agreed to

Common Project Complaints Unrealistic completion dates Scope Creep Finger Pointing Fire Fighting Running on Overload No time for Communication Meetings all Day, work all night

Unrealistic completion dates

Scope Creep

Finger Pointing

Fire Fighting

Running on Overload

No time for Communication

Meetings all Day, work all night

The People The Project Manager The Team The Customer Customers and Stakeholders “ People are strange when you’re a stranger…”

The Project Manager

The Team

The Customer

Customers and Stakeholders

“ Project managers were put on this earth to wander purposefully around The office, not to be stuck in offices dealing with spreadsheets.” Tom Peters

What makes up a Good Project Manager? Enthusiastic Ownership of the Project Focus on both the forest and the Trees Able to plan but also adapt as needed Leader Manager

Enthusiastic

Ownership of the Project

Focus on both the forest and the Trees

Able to plan but also adapt as needed

Leader

Manager

What makes up a Good Project Manager? Analytical but also able to make quick decisions when needed Action Oriented/ Patient Negotiator Motivator Developer of People

Analytical but also able to make quick decisions when needed

Action Oriented/ Patient

Negotiator

Motivator

Developer of People

The Team Owners They care They succeed Cooperation Collaboration Communication People skills

Owners

They care

They succeed

Cooperation

Collaboration

Communication

People skills

Poor Project Management Culture The procrastinators on your team have a deadline for building a piece of equipment by January 28 Therefore, they pull an all-nighter on the 27 th What does this do to quality?

The procrastinators on your team have a deadline for building a piece of equipment by January 28

Therefore, they pull an all-nighter on the 27 th

What does this do to quality?

Marketing in the past: “You can have any color you want as long as it is black.” Marketing today: Customization rules, the customer is king.

What the Customer Ordered

The Customer and Stakeholders Key to Project Success: What does the Customer want? You can come in on budget and on time but the project failed if it did not satisfy the customer. What do stakeholders expect? Distinguish between the different types of customer – buyer, end user…

Key to Project Success:

What does the Customer want?

You can come in on budget and on time but the project failed if it did not satisfy the customer.

What do stakeholders expect?

Distinguish between the different types of customer – buyer, end user…

Examples of incorrect Stakeholder analysis End user is Taiwanese, product is designed per American buyer Didn’t meet needs of end user Leap several maturity levels in a process improvement project Insufficient resources to manage Process isn’t understood by people, so isn’t used

End user is Taiwanese, product is designed per American buyer

Didn’t meet needs of end user

Leap several maturity levels in a process improvement project

Insufficient resources to manage

Process isn’t understood by people, so isn’t used

Another Failure to communicate Example The companies: Tier 3 supplier, Tier 2 supplier, Big 3 customer Scenario: Mgt of tiers 2 and 3 fly cross country to customer Presents improved design Customer response: “Great idea! Except that all changes are on hold indefinitely”

The companies: Tier 3 supplier, Tier 2 supplier, Big 3 customer

Scenario:

Mgt of tiers 2 and 3 fly cross country to customer

Presents improved design

Customer response: “Great idea! Except that all changes are on hold indefinitely”

The Process Time keeps on slipping into the future…….

Starting up Clear Scope Tie to Corporate Strategy If not, why are we doing this? Adds Value! Motivated Team Clear, Agreed upon Deliverables Customer Focus

Clear Scope

Tie to Corporate Strategy

If not, why are we doing this?

Adds Value!

Motivated Team

Clear, Agreed upon Deliverables

Customer Focus

In the Planning Budget Schedule Risk Planning Follow through Resource Plan Match resources to plan Communication Stakeholder analysis Customer agreement to plan “ Predictions are hard, Especially about the future.” Yogi Berra

Budget

Schedule

Risk Planning

Follow through

Resource Plan

Match resources to plan

Communication

Stakeholder analysis

Customer agreement to plan

During the Project Team Building Monitor and Control On Schedule? In Budget? Achieving expected results? Managing Risk? Change Management Maintain customer focus

Team Building

Monitor and Control

On Schedule?

In Budget?

Achieving expected results?

Managing Risk?

Change Management

Maintain customer focus

After the Project What went right? What went wrong and how do we do better next time? Celebrate Success Rewards

What went right?

What went wrong and how do we do better next time?

Celebrate Success

Rewards

Project Risk Factors Sloppy requirements Schedule slippage Budget overrun Scope creep Poor planning and estimation Poor documentation

Sloppy requirements

Schedule slippage

Budget overrun

Scope creep

Poor planning and estimation

Poor documentation

Summarizing: Optimizing Project Management in the Organization “ Project = Stuff Done = …Most (or A-L-L) economic value added in the modern/ emerging economy” Tom Peters

“ Project = Stuff Done = …Most (or A-L-L) economic value added in the modern/ emerging economy” Tom Peters

Optimizing the Project Management Organization Good Risk Planning Excellent Change Management Capacity planning Projects tied to Corporate Strategy Teamwork Culture

Good Risk Planning

Excellent Change Management

Capacity planning

Projects tied to Corporate Strategy

Teamwork Culture

The Organization that supports Project Management Best Practices Quality Control Knowledge management Well defined processes Proactive culture Customer Driven Top Management understanding of PM Innovative

Quality Control

Knowledge management

Well defined processes

Proactive culture

Customer Driven

Top Management understanding of PM

Innovative

“ O ne hundred percent of everyone’s time should be taken up by PROJECTS.” -Tom Peters.

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