Saving Troubled Projects

Transcription

1 Saving Troubled Projects 2013 Instructor and Developer Mark Waldof Mark Waldof Consulting Retired Lockheed Martin University of Minnesota Instructor CCE Business Improvements Consultant Project Management Consulting Systems Engineering Consulting

2 Saving Troubled Projects Has Two Parts Part 1 Saving A Current Project Part 2 Saving Future Projects

3 To Fix A Troubled Project Be Aware That. No magic wands, work is required You might stop or fix or continue as-is Multiple actions are often required You will need support from stakeholders Follow the process provided, you do not want to make things worse! 3

4 Saving a Troubled Project The Process Step 1 Is this project still needed? No Stop Yes Step 2 Is this project feasible? No Stop Yes Step 3 Should we fix or continue As Is? As Is Fix Step 4 What is actually wrong? Problem Defined Step 5 What is the solution? Solution Defined Step 6 Solutions implemented, tracked & closed

5 Step 1 Is this project still needed? Customer Contract = YES Internal Improvement Project =? Marketing Campaign Project =? Development or R&D Project =? (other)... =?

6 Step 1 Is this project still needed? Also ask, Is this the right project? or

7 Is this the right project? Problem or Need Improve project plans Root Cause Analysis Alternative Solutions Solutions Tradeoff & Selection Non-planning culture No planning skills No time to plan Lacking information to drive the plan Planning Process Plan Template Planning Training ID Planning Experts Plan Training and Plan Template

8 Saving a Troubled Project The Process Step 1 Is this project still needed? No Stop Yes Step 2 Is this project feasible? No Stop Yes Step 3 Should we fix or continue As Is? As Is Fix Step 4 What is actually wrong? Problem Defined Step 5 What is the solution? Solution Defined Step 6 Solutions implemented, tracked & closed

9 Step 2 Is this project still feasible? Planned Outcome Meets Requirements Funding Available Resources Working Technologies Sufficient Stakeholder Support Valid Business Case

10 Saving a Troubled Project The Process Step 1 Is this project still needed? No Stop Yes Step 2 Is this project feasible? No Stop Yes Step 3 Should we fix or continue As Is? As Is Fix Step 4 What is actually wrong? Problem Defined Step 5 What is the solution? Solution Defined Step 6 Solutions implemented, tracked & closed

11 Step 3 Fix Now or Continue As Is? Things to Consider: Time remaining Probability of solution being successful Impacts to solution Effort required to resolve Payback if problem is resolved Available resources... (other factors)...

12 Saving a Troubled Project The Process Step 1 Is this project still needed? No Stop Yes Step 2 Is this project feasible? No Stop Yes Step 3 Should we fix or continue As Is? As Is Fix Step 4 What is actually wrong? Problem Defined Step 5 What is the solution? Solution Defined Step 6 Solutions implemented, tracked & closed

13 Find Root Causes Don t Fix Symptoms Example: A project is behind schedule (why?) Schedule delays exist in a given area of work (why?) Low productivity exists in that area (why?) Unclear requirements are causing re-work (why?) No requirements baseline established Root Cause Lack of a requirements baseline is the root cause, the other conditions are symptoms!

14 Saving a Troubled Project The Process Step 1 Is this project still needed? No Stop Yes Step 2 Is this project feasible? No Stop Yes Step 3 Should we fix or continue As Is? As Is Fix Step 4 What is actually wrong? Problem Defined Step 5 What is the solution? Solution Defined Step 6 Solutions implemented, tracked & closed

15 Step 5 Define The Solutions Multiple Solutions May Be Needed Business Failure Obtain emergency loans Restructure debt Cut costs Revise strategic plans Product Development Revise requirements Revise product design Revise the plan Revise resource needs Construction Cost Overrun Reduce magnitude of project Prepare new plans Revise resource needs Execute new plan Missing Financial Plans Change annual plan Modify project budgets Replan projects Follow new plans

16 Solution Sequence Do the following, in the following order! 1) Review and Update Requirements 2) Review and Update Deliverable Definition 3) Re-Plan 4) Update Resource Needs 5) Review and Update Supplier Direction 6) Re-Establish Project Controls

17 If No Requirements and/or No Defined Outcome? Do the following, in the following order! 1) Review and Update Requirements 2) Review and Update Deliverable Definition 3) Re-Plan 4) Update Resource Needs 5) Review and Update Supplier Direction 6) Re-Establish Project Controls Sometimes Projects Need Two Phases! Phase 1 = Get Requirements and Define the Outcome Phase 2 = Plan and Perform The Project

18 Saving a Troubled Project The Process Step 1 Is this project still needed? No Stop Yes Step 2 Is this project feasible? No Stop Yes Step 3 Should we fix or continue As Is? As Is Fix Step 4 What is actually wrong? Problem Defined Step 5 What is the solution? Solution Defined Step 6 Solutions implemented, tracked & closed

19 What To Do Start with Step 1 Address all the steps in the order listed Involve stakeholders Saving a Troubled Project The Process Step 1 Is this project still needed? No Stop Yes Step 2 Is this project feasible? No Stop Yes Step 3 Should we fix or continue As Is? As Is Fix Step 4 What is actually wrong? Problem Defined Step 5 What is the solution? Solution Defined Step 6 Solution tasks implemented, tracked & closed

20 Saving Troubled Projects Has Two Parts Part 1 Saving A Current Project Part 2 Saving Future Projects

21 We can fix one troubled project... but shouldn t we have done it right the first time?

22 Projects Need Definition

23 Project Definition Defines What is this Project? Project Title: Project Owner: Project Customer: Project Leader / Manager: Project Need and Importance This project meets the following need: This project is important because: Project Justification Statement: Project Objectives / Success Measures Project Deliverable List - A list of all physical results and end conditions Project Inclusion Work Scope List major work clearly included : Project Exclusion Work Scope List work clearly excluded : Project Initial Constraints - Known Budget, Schedule, etc Limitations Project Stakeholders and Roles: Project Top Risk: Project Top Opportunity: Project Major Assumptions: Project Critical Interdependencies:

24 Project Definition What to Do If You Are Management Require Project Definitions Prepare one for each project, or Have the PM prepare it and you review Use the Project Definition as a contract with ALL STAKEHOLDERS If You Are a PM Prepare it yourself and Show Everyone, especially your management / customer

25 Projects Need Requirements

26 Project Driving Information What Project Definition Deliverable Requirements Constraints Project Definition Requirements Deliverable Requirements Project Constraints Budget Schedule Regulatory Constraints

27 Deliverable Requirements the characteristics of the project s deliverable What The technical requirements that define the project deliverable. House Build Size Insulation Rating Structure Type Hybrid Car Development Mileage Size Weight Capacities Lifetime Reliability Maintenance Requirements Recycling Requirements New Business Process Solves Problem xyz No Impact on Systems User Friendly Minimum Training Needed Medical Product Safety Functional Performance Size and Weight Lifetime Reliability Implant Requirements Deliverable Requirements

28 Project Constraints Defines the Boundaries the Project Must Exist Within What Schedule Cost Rules, Regulations, Codes Resource Limits What to Do List the constraints Ensure all stakeholders understand and agree with all constraints

29 Projects Need A Defined Deliverable

30 Deliverable Definition Defines the Project s Outcome What This is the definition of the result of the project What to Do Complete sufficient work to be able to define the project s end deliverable The detail level and maturity is that needed to plan the project

31 Projects Need A Plan

32 A Plan Is Not A Book No one wants to: Write the book Read the book Keep the book up to date NO

33 A Plan Is A Set of Visuals Plan Visuals Architect Buyer & Contractor List of Deliverables Work Outline Milestones Flow Chart Schedule Team Organization Work Assignments Resource Estimates Requirements & Feasibility Lot Architectural Design Financing Permits Excavation Foundation Cabinets Labor Subcontractors Purchased Items 1.0 Subsystem A Travel 1.1 Hardware Requirements Analysis - Bill = 1 Month Top Level Design - Mary = 1 Month Detail Design - John = 1.7 Months Build - Gill = 1.2 Months Unit Integration - Matt = 0.5 Months Unit Test - Matt = 0.25 Months Framing & Enclosure Start Flooring Electrical Finish Carpentry Milestone Closure Criteria Plumbing 1.0 Subsystem A 1.1 Hardware 1.2 Software 1.3 Integration & Test 2.0 Subsystem B 2.1 Hardware 2.2 Software 2.3 Integration & Test 3.0 Training Development 3.1 Operator Training Dev 3.2 Maintenance Training Dev 4.0 Installation 4.1 Installation Design 4.2 Install Services 5.0 Support Services Complete Start Startup Complete Detail Work Definition Project Tasks Task Assignments Resource Estimates

34 Basic Planning Process Planning Predecessors Project Definition Deliverable Requirements Constraints Deliverable Definition Planning Process 1) Outline the Work 2) Define the Team 3) Sequence the Work 4) Estimate Resources 5) Assign Work

35 Projects Need A Definition, Requirements, Deliverable Defintion and Plan That Are Integrated

36 Information and Plan Integration Project Definition Project Constraints Budget Schedule Regulatory Constraints Requirements Deliverable Requirements Requirements for What the Project Delivers House Drawings Deliverable What is the Work Architect Buyer & Contractor Project Plan Start Complete Excavation Framing & Electrical Plumbing Foundation Enclosure Finish Cabinets Flooring Carpentry 1.0 Subsystem A 1.1 Hardware 1.2 Software 1.3 Integration & Test 2.0 Subsystem B 2.1 Hardware 2.2 Software 2.3 Integration & Test 3.0 Training Development 3.1 Operator Training Dev 3.2 Maintenance Training Dev 4.0 Installation 4.1 Installation Design 4.2 Install Services 5.0 Support Services Labor Subcontractors Purchased Items 1.0 Subsystem A Travel 1.1 Hardware Requirements Analysis - Bill = 1 Month Milestone Closure Criteria Top Level Design - Mary = 1 Month Detail Design - John = 1.7 Months Build - Gill = 1.2 Months Unit Integration - Matt = 0.5 Months Unit Test - Matt = 0.25 Months Detail Work Definition Project Tasks Task Resource Assignments Estimates

37 Projects Need Controls

38 Controls The project must be steered around obstacles to get to the destination What What the PM and team will use to steer the project to success. Components Metrics Status Reports Status Meetings Root Cause Analysis Corrective Actions If Missing? If a project has no controls, the project has no ability to keep itself on course.

39 Project Metrics STANDARD Standard Metrics Network Schedules Requirements compliance Schedule progress Cost performance Risk control measures Resource Measures

40 Projects Need A Project Manager

41 What Every Project Needs Project Manager Identified Established Role Supported by Management Accepted by Team Established Authority Work Knowledgeable A Manager An Organizer A Communicator A Leader of People

42 PM s Accountabilities The Project Manager s Accountability: Defined Requirements Defined Deliverable Plan Conrols Corrective Actions Building Teamwork Ensuring the Project Meets all Requirements and Customer Needs This could be summarized by saying, the PM is responsible for everything

43 Projects Need a Team and Teamwork

44 Teams NASCAR Pit Crew Surgical Team Construction Crew Defined Outcomes Known Work Known Work Sequences Existing Tools Defined Roles Common Success Measures Known Decision Authorities Teamwork Communication.more. Flight Deck Crew

45 What A Team the set of individuals with the right skills that will perform the project Personnel that will perform the project with needed skills Examples Project Team Nascar Pit Crew Surgical Team Construction Crew If Missing? The project cannot be performed if the needed personnel are not in place.

46 Team Work You need more than good individual team members, you need a team that works together effectively What A project team working together to meet a common goal, setting aside personal interests. Examples Common Purpose Trust Open Communication Mutual Respect Shared Responsibility If Missing? The project will probably fail.

47 Projects Need a Sustained Infrastructure

48 Strategic Flow Purpose for Existence & What We Want to Be ORGANIZATION MISSION & VISION Strategies and Actions to Attain Vision New Customers New Markets STRATEGIES & ACTIONS New or Improved Products or Services Operations Improvements What s Needed to Take Action People Systems & Tools MEANS Operating Model & Processes Measurements Assessments Desired Results Positioned for the Future OUTCOMES Developed Employees Profit Satisfied Customers

49 Adequate MEANS must exist to attain desired OUTCOMES ORGANIZATION MISSION & VISION New Customers New Markets STRATEGIES & ACTIONS New or Improved Products or Services Operations Improvements People Systems & Tools MEANS Operating Model & Processes Measurements Assessments Positioned for the Future OUTCOMES Developed Employees Profit Satisfied Customers

50 EXAMPLE MEANS Your Infrastructure Training Coaching Operating Models Processes Lessons Learned People Systems & Tools MEANS Operating Model & Processes Measurements Assessments Checklists and Templates Scheduling System Financial System Requirements Tracing Project Metrics Project Reviews Methods Assessments

51 Improvements How Do the Means Fit Together? Operating Model Business Model Function 1 Work Work Function 2 Work Work Work Function 3 Work Work Work TIME System Requirements System Functionality Function 4 Work Work Work Systems Processes Training Process Implementation Support Expert Guidance Web Based PM Resources Templates Checklists Guides References Measure - Assess Organization Assessments Discipline Assessments Internal Periodic Reviews External Evaluations,...

52 Start Requirements & Feasibility Lot Architectural Design Financing Permits Startup Complete Excavation Foundation Architect Cabinets Labor Subcontractors Purchased Items 1.0 Subsystem A Travel 1.1 Hardware Requirements Analysis - Bill = 1 Month Top Level Design - Mary = 1 Month Detail Design - John = 1.7 Months Build - Gill = 1.2 Months Unit Integration - Matt = 0.5 Months Unit Test - Matt = 0.25 Months Framing & Enclosure Start Buyer & Contractor Flooring Electrical Finish Carpentry Plumbing Complete Improvements Function 1 Work Work Function 2 Work Work Work Function 3 Work Work Work Function 4 Work Work TIME Work Saving Troubled Projects Has Two Parts Saving a Troubled Project The Process Step 1 Is this project still needed? No Stop Yes Step 2 Is this project feasible? No Stop Yes Step 3 Should we fix or continue As Is? As Is Fix Step 4 What is actually wrong? Problem Defined Step 5 What is the solution? Solution Defined Step 6 Solutions implemented, tracked & closed 2012 Mark Waldof Part 1 Saving A Current Project Part 2 Saving Future Projects Training Coaching EXAMPLE MEANS Your Infrastructure Operating Models Processes Lessons Learned Project Definition Defines What is this Project? Project Title: Project Owner: Project Customer: Project Leader / Manager: Project Need and Importance This project meets the following need: This project is important because: Project Justification Statement: Project Objectives / Success Measures Project Deliverable List - A list of all physical results and end conditions Project Inclusion Work Scope List major work clearly included : Project Exclusion Work Scope List work clearly excluded : Project Initial Constraints - Known Budget, Schedule, etc Limitations Project Stakeholders and Roles: Project Top Risk: Project Top Opportunity: Project Major Assumptions: Project Critical Interdependencies: Plan Visuals What Every Project Needs A Plan Is A Set of Visuals Project Manager List of Deliverables Work Outline Milestones Flow Chart Schedule Team Organization Work Assignments Resource Estimates Detail Work Definition Project Tasks Task Assignments Resource Estimates Team Work You need more than good individual team members, you need a team that works together effectively What A project team working together to meet a common goal, setting aside personal interests. Examples Identified Common Purpose Established Role Trust Supported by Management Open Communication Accepted by Team Mutual Respect 1.1 Hardware 1.2 Software Established 1.3 Integration & Test Authority Shared Responsibility 1.0 Subsystem A 2.0 Subsystem B 2.1 Hardware 2.2 Software 2.3 Integration & Test If Missing? The project will 3.1 Operator Training Dev Work 3.2 Maintenance Knowledgeable Training Dev probably fail. 4.1 Installation Design A4.2 Install Manager Services An Organizer Milestone A Communicator Closure Criteria A Leader of People 3.0 Training Development 4.0 Installation 5.0 Support Services People Systems & Tools Checklists and Templates Scheduling System Financial System Requirements Tracing MEANS Operating Model & Processes Measurements Assessments Project Metrics Project Reviews Methods Assessments How Do the Means Fit Together? Business Model Processes Training Process Implementation Support Expert Guidance Web Based PM Resources Measure - Assess Organization Assessments Discipline Assessments Internal Periodic Reviews External Evaluations,... Operating Model System Requirements System Functionality Templates Checklists Guides References Systems

53 No Cost Services Available PM Improvement Seminars PM Improvement Assessment

54 QUESTIONS

55 END OF Saving Troubled Projects 2012 Instructor and Developer Mark Waldof Mark Waldof Consulting frontiernet.net Retired Lockheed Martin University of Minnesota Instructor CCE Business Improvements Consultant Project Management Consulting Systems Engineering Consulting

56 Available Solution Set

57 What Is Available Seminars Partial List Saving a Troubled Project Fast Cycle Project Planning What Does Every Project Need to Be Successful How to Start a Project Successfully How to Make Project Team Meetings Effective and Painless Key LL in Supplier Management Effective Project Communications The Concept of Customer Value Removing Improvement Barriers PM Infrastructure What, Why and How Project Manager Competencies Assessing Organization PM Capabilities Making Presentations for New Ideas. Courses / Workshops Partial List PM Foundations Project Initiation, Project Planning Project Controls, Risk Management Supplier Management Contracts Management Systems Engineering for PMs Communications and Meetings Ms Project Applications Executive PM Overview Portfolio / Strategic Management.. Services Partial List Organization Assessments PM Competency Models Project Recovery Services PM Tools, Web Sites, Expert Support.