Let’s Talk Turkey about Statement of Work NASA Project Management Challenge 2012 Kerry Mushkin February 2012
Ms. Mushkin is a Project Manager for Boeing Test & Evaluation supporting the Engineering, Operations & Technology (EO&T) division of The Boeing Company. In this capacity, she manages 787 planning and program directives requiring support from: Test Programs Management & Integration, Flight Test Operations, Laboratory Test Operations, Flight Operations, and Test Support Operations. Ms. Mushkin has served Boeing in numerous capacities over the past two decades ranging from: Production Supervisor on the 747 and 767 Twin Aisle Airplane Programs to serving as the Manager of Subsidiary Administration and Shareholder Relations in Boeing’s Corporate Law Department. She is passionate about strategic knowledge management, and developing the workforce of tomorrow through her volunteer work as a Judge Advisor for US FIRST Robotics. Ms. Mushkin holds a Master of Business Administration degree in Engineering and Technology Management, a Master of Public Administration degree, and she is a Certified Project Management Professional (PMP). Speaker Bio
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Statement of Work Management The Bear Dance (Jimmy Buffett/Lord Buckley, 1974) … and another 'fore I knew it, he'd downed eight of 'em and commenced to do the "bear dance." Two sniffs, a snort, a fly, a turn and a grunt; and it was so simple like the jitterbug it plumb evaded me. “ it was so simple it plumb evaded me” Sometimes statement of work management is like the bear dance…
Anchoring … and that’s why I like anchoring . Anchoring sets cognitive associations much the same way a particular sight, sound, or smell can trigger a memory. In this presentation we’ll use anchoring in conjunction with a light hearted project analogy that everyone can relate to in order to draw correlations to the classic “dump and run” project and demystify how statement of work management can help guide you to a successful project outcome even when it’s against all odds.
The Shoulder Tap We’ve all been there. You’re up to your eyebrows in alligators when your boss calls to talk to you about a “high visibility opportunity” that’s come up… What do you do when you inherit a project without charter or budget; where high expectations have already been set and the schedule is firm? Your best hope for success lays with defining and managing a good detailed statement of work. Don’t think you can relate? <ul><li>It’s Monday night. You’re relaxing. The phone rings. It’s your mother. </li></ul><ul><li>Your sister decided to do a last minute kitchen remodel so the family Thanksgiving dinner is going to at your house this year – lucky you! </li></ul><ul><li>T-minus 69 hours and counting. </li></ul>
Preliminary Statement of Work You try your best to dissuade your mother from this crazy idea, but you know mom, she cheerfully reassures you it’s no big deal. “ all we’re talking about is turkey with a couple of side dishes.” Besides - she’s already done all the work for you by calling the rest of the family and letting them know that Thanksgiving dinner will be at your house this Thursday at 5:00pm. It’s all set! You’re doomed. There’s no time. There’s no budget. The temptation is to stop here with the preliminary statement of work and give them exactly what they asked for…
Managing Expectations <ul><li>Does it work with the budget? </li></ul><ul><li>Does it work with the schedule? </li></ul><ul><li>Does it fulfill the statement of work as it’s been conveyed to you? “all we’re talking about is turkey with a couple of side dishes.” </li></ul><ul><li>Does it meet the expectations? </li></ul>Take the time to understand what your stakeholders need in addition to what they want and you’ll have a successful project outcome. Yes. Yes. Yes. Not by a long shot and you know it!
Start with the Stakeholders 1. Your mom (executive sponsor) 2. Your dad Dave 3. Your sister Dee 4. Your father-in-law Gene 5. Your sister-in-law Claudia 6. Your brother-in-law Steve 7. Your brother-in-law Mike 8. Your sister-in-law Kathy (Mike’s wife) 9. Your niece Deanna (Mike and Kathy’s daughter) 10. Deanna’s daughter Aubrey (Mike and Kathy’s granddaughter) 11. Your niece Robin 12. Your nephew Julian 13. Your Uncle Con 14. Your husband Tim 15. Yourself (don’t forget you have skin in the game too) Consider all of your stakeholders – not just your executive sponsor.
Project Scope <ul><li>When families merge so do traditions </li></ul><ul><li>Roasted turkey vs. baked ham </li></ul><ul><li>Whipped sweet potatoes vs. candied yams </li></ul><ul><li>Champagne vs. sparkling juice or water </li></ul><ul><li>Pumpkin pie vs. mincemeat pie </li></ul><ul><li>Traditional vs. gluten free stuffing </li></ul><ul><li>Find out what everyone’s requirements are, and </li></ul><ul><li>don’t forget to also understand their expectations </li></ul><ul><li>Table linens </li></ul><ul><li>China, stemware and flatware </li></ul><ul><li>Candles, centerpieces, fresh flowers </li></ul><ul><li>Nuts/mints for the tables </li></ul>The same applies to business. Is your project cross-functional? Does it involve multiple organizations or business units? Respect cultures and traditions. Engage all of the parties so they’ll have ownership in the outcome.
Risk Assessment Proactively evaluate the consequence and likelihood of each risk to understand potential impact and formulate mitigation plans. Stay on track and mitigate risk before it becomes an issue. <ul><li>Understand what & where your risk is </li></ul><ul><li>What the heck is a candied yam anyway? </li></ul><ul><li>Can everyone drive in the dark if dinner starts at 5pm? </li></ul><ul><li>What if the roads are icy? </li></ul><ul><li>Is store bought pie OK or does it have to be homemade? </li></ul><ul><li>Did you hear something lately about Mike & Kathy becoming vegans? </li></ul>5 4 3 2 1 1 2 3 4 5 Likelihood Consequence Risk Assessment
Requirements & Risk Refresh <ul><li>Communicate with your stakeholders </li></ul><ul><li>What does Thanksgiving dinner mean to each of them (traditions)? </li></ul><ul><li>What do they need (allergies/restrictions)? </li></ul><ul><li>What are they expecting (leftovers)? </li></ul><ul><li>What are they worried about? (risk refresh) </li></ul><ul><ul><li>Maybe dad’s worried the turkey will be dry </li></ul></ul><ul><ul><li>Maybe mom’s worried you’ll use paper plates </li></ul></ul><ul><li>Be prepared for conflicting requirements </li></ul><ul><ul><li>Jellied vs. whole berry cranberry sauce </li></ul></ul><ul><li>Avoid the pitfall of gold plating </li></ul><ul><ul><li>Homemade sage stuffing vs. Stove Top </li></ul></ul><ul><ul><li>Sweet potatoes vs. candied yams </li></ul></ul>Identify requirements and work to them. Don’t forget to include technical requirements (the technical parameters the work must be done within). These may include things like part dimensions, tolerances, build-to control documents, regulatory requirements, quality standards, specific material or coating call outs… Continuously reassess risk – it’s dynamic by nature.
Quality and Technical Performance Measures <ul><li>Identify quality indicators </li></ul><ul><li>Moist favorable turkey that’s cooked correctly and is safe to eat. </li></ul><ul><ul><li>Utilize reliability standards: </li></ul></ul><ul><ul><ul><li>http://www.butterball.com </li></ul></ul></ul><ul><ul><ul><li>http://www.foodnetwork.com </li></ul></ul></ul><ul><ul><li>Include leading indicators to monitor for success. </li></ul></ul><ul><ul><ul><li>Basting intervals </li></ul></ul></ul><ul><ul><ul><li>Internal temperature checks </li></ul></ul></ul><ul><li>Include a technical performance measures </li></ul><ul><li>Weight targets: 21 pound turkey, 7 pound ham </li></ul>Use ISO9100/AS9100 or other quality systems. Determine the correct leading indicators and manage them don’t just monitor them . Use objective measures to keep the project on track and document as you go. New opportunities come up all the time and you may not be the project manager of record upon completion so share & document your knowledge as you go!
Critical Success Factors *** beware of sacred cows *** Communicate and drive the conversation to ensure that you understand all of the various stakeholder perspectives. What does success look like? What could de-rail you? For example - some stakeholders would submit that dinner shouldn’t interfere with the Big Game!
Deliverables Make a specific list of expected deliverables and identify the tasks required to produce them. This may include things like participating in conversions, attending training, holding design reviews, conducting progress review meetings, executing tests, analyzing data and providing written comment or follow-on activity. Remember deliverables may be phased or multi-tiered Second helpings Leftovers Dinner
<ul><li>Tuesday – stakeholder interviews </li></ul><ul><li>Set menu </li></ul><ul><li>Recipe search </li></ul><ul><li>Shopping list </li></ul><ul><li>Do the shopping </li></ul><ul><li>Defrost the turkey </li></ul><ul><li>Call party rentals </li></ul><ul><li>Wednesday </li></ul><ul><li>Clean the house </li></ul><ul><li>Make the mashed potatoes & sweet potatoes </li></ul><ul><li>Follow-up on last minute stakeholder communications (verification doesn’t have to mean scope creep) </li></ul><ul><li>Thursday </li></ul><ul><li>Set the tables </li></ul><ul><li>Cook the menu </li></ul><ul><li>Watch the game </li></ul><ul><li>Serve dinner for 15 at 5:00pm </li></ul>Manage Time & Resources Utilize tangible measurable milestones to manage time and resources. Turkey 3 days to defrost (Tuesday) 1 hour to prep (Thursday) 3.5 – 4 hours to cook (Thursday) know & manage your critical path
Applications, Systems and Data Access <ul><li>Favorite family recipes </li></ul><ul><li>Tim’s mashed potatoes </li></ul><ul><li>Grandma's candied yams </li></ul>Understand what information is needed and ensure it’s accessible. Consider any proprietary systems, applications, or data you, and your supplier partners, need access to in order to accomplish the SOW. Remember to include any necessary server & SharePoint access in your assessment. Flag any export concerns, and note any third party data requiring proprietary information agreements – this can all add schedule flow. What is your work-around if you can’t get access (risk mitigation).
Critical Success Factors You can’t sign off on a job when you don’t know if you received what you contracted for. Project plans and contracts should include completion and acceptance criteria. What does it mean to be done? Maybe a nice relaxed dinner that ended with clean plates where the entire family enjoyed themselves, no one left hungry, and they’re all gone by 9:00pm because let’s face it, family holidays can be stressful and we all need time to unwind afterwards!
Recognize your Team Take a moment to recognize your team for a job well done! OK… Recognition isn’t technically part of work statement management but I don’t think you can ever recognize your team enough for a job well done so I’m throwing it in here to remind you that a simple thank you goes a long way – and as a placeholder to say thank you for your kind attention during this presentation.
Tips to Remember <ul><li>Don’t panic. It’s a compliment you’ve been selected to mange the project </li></ul><ul><li>Think turkey – remember the “Lean Cuisine” pitfall and you’ll be fine </li></ul><ul><li>Have a plan and scale it to your project </li></ul><ul><li>Use a checklist </li></ul><ul><li>Stay flexible (this doesn't have to mean scope creep) </li></ul><ul><li>Communicate, Communicate, Communicate </li></ul>
Example of Project Management Checklist Elements <ul><li>Scope: Start with the preliminary statement of work that’s been provided. Identify the stakeholders and go have some conversations with them to define the project and enable preliminary risk assessment. </li></ul><ul><li>Requirements: Understand what is it you need to provide or accomplish. Include technical requirements or parameters the work must be done within. They may include part dimensions, tolerances, build-to documents, regulatory requirements, quality standards, specific material or coating call outs, etc. </li></ul><ul><li>Technical Performance Measures: May include things like weight targets and reliability standards. </li></ul><ul><li>Critical Success Factors: May include things like successfully passing preliminary design review, or critical design review, or entry into service milestones. </li></ul><ul><li>Deliverables: Make a specific list of expected deliverables and identify the tasks required to produce them. May include completing training, supporting progress review meetings, executing tests, analyzing data, providing written comment, returning an estimate or completing a test plan. </li></ul><ul><li>Schedule & Budget: Use tangible, measurable, milestones. Identify leading indicators and manage, don’t just monitor, them. Consider earned value analysis if the project warrants it. </li></ul><ul><li>Application, System, and Data Access Requirements: What proprietary systems, applications, and/or data will the team and/or supplier need in order to accomplish the SOW? Remember to include any server & SharePoint access that might be needed. Are their language barriers? Flag any export concerns, and note any third party data requiring proprietary information agreements. </li></ul><ul><li>Quality/Performance Measurement Plan: Any system will work as long as you have identified some formal methodology to ensure you’re getting what you paid for and are actively monitoring the plan to mitigate risks before they turn into issues that jeopardize your project. For something simple like drawing releases it may be a plan involving periodic reviews of the quantity of errors with assessment of associated severity. For design work it could be schedule compliance with periodic stoplight reviews/action plans to ensure the project stays on track. </li></ul><ul><li>Completion & Acceptance Criteria: Use specific objective language describing when project is considered complete. </li></ul>
Let’s Talk Turkey about Statement of Work Questions / Comments? [email_address] Thanks!
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