• Like


Flash Player 9 (or above) is needed to view presentations.
We have detected that you do not have it on your computer. To install it, go here.

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads


Total Views
On Slideshare
From Embeds
Number of Embeds



Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

    No notes for slide
  • How many of you have been on a project where process was not followed? Why?Why was the project manager replaced and not just counseled on how to do things better?
  • So let’s bring it back to our world—the office.
  • Drive to work.Processes at workLife saving processes
  • Jokingly disqualify construction people. If there are too many of them, quickly explain IT. See how many people say DELPHI, PERT. Hold that and remind them that that is a process to handle the estimates not to get them. Guess, past experience, talk to others… there is no process. It’s people. Mention there is another presentation that takes over an hour the does nothing but dwell on this subject, we can only gloss over it here.
  • Enough dry stuff… When the project starts, what biases the numbers?Ask these questions one-by-one and get a number of people to answer (try the “who doesn’t want to answer trick”)Add to this list the question of it being a fun task? What happens to that estimate?


  • 1. Process, People and Project Success Working with the Ps: Projects, People, Process, and Protocol Prepared for: By: Todd C. Williams March 16, 2012 1 ©2012 eCameron, Inc.
  • 2. We Have a Problem March 16, 2012 2 ©2012 eCameron, Inc.
  • 3. Goal The influence of people and processes Understanding and working with their effect March 16, 2012 3 ©2012 eCameron, Inc.
  • 4. Case Study Case Study A fixed-price project had been running for two years Everyone was frustrated by by a seasoned project manager. It was red and an slow progress audit was requested. Only the project manager and his assistant could go to Change request log had five the Steering Committee change orders meeting March 16, 2012 4 ©2012 eCameron, Inc.
  • 5. Problems Case Study The change management process was not being used—the project managers were handling the changes through trades The project manager was out of touch with the team The customer was missing deliverables and functional Communication was hampered specification could not be written The project manager had to be replaced March 16, 2012 5 ©2012 eCameron, Inc.
  • 6. Common Failure Reasons Communication Management support Team Attitude/motivation Skill set Interrelationships Change Management/Scope Issues Documentation Process Estimation/Scheduling Risk Management Poor product knowledge Lack of project management Customer Difficult, trying to get something for nothing March 16, 2012 6 ©2012 eCameron, Inc.
  • 7. Is There Any Empirical Data? Looking at the trends Success is climbing1 Cancelations are trending up, but Challenged are getting less. Better definition? (i.e. less complex) Can’t find supporting data Better enterprise management? Stop Better process? throwing good money Not at bad. apparent. My experience, smaller, less complex projects.1 CHAOS Summary 2009 Report, The Standish Group International, Incorporated, White Paper, April, 2009.2 Charts compiled from note 1 and My Life is Failure, Jim Johnson, The Standish Group Inc;, 2006, Page 4 March 16, 2012 7 ©2012 eCameron, Inc.
  • 8. What are they • What is the breadth of processes in our lives? September 27, 2011 8 ©2011 eCameron, Inc.
  • 9. Process Trust Predictability Repeatability Identify and point out issues March 16, 2012 9 ©2012 eCameron, Inc.
  • 10. Examine One Process - Estimation What are some estimation processes? Averages, Budgeting, PERT, De lphi and others Where do we get estimates? Use external sourcess Develop ―comfortable‖ numbers March 16, 2012 10 ©2012 eCameron, Inc.
  • 11. Personal Bias How much time would you allot to get to the airport to pick up your neighbor How about picking up your boss from out of town? What if it were the President? Why the difference? March 16, 2012 11 ©2012 eCameron, Inc.
  • 12. People People choose to follow processes (or not) People have the skills (or not) People communicate with others (or not) People follow direction (or not) March 16, 2012 12 ©2012 eCameron, Inc.
  • 13. Process and Passion Creativity drives most people Are you passionate about developing project charters, risk determination, soliciting budget numbers, and running test scripts? Idea for What tasks on a project a picture makes you passionate? Process stifles creativity: Month-end close = good Innovation = problematic March 16, 2012 13 ©2012 eCameron, Inc.
  • 14. Motivation• Daniel Pink http://www.youtube.com/watch?v=u6XAPnuFjJc March 16, 2012 14 ©2012 eCameron, Inc.
  • 15. Autonomy High performing individuals using cognitive skills Management equates to compliance Self-directed people are engaged March 16, 2012 15 ©2012 eCameron, Inc.
  • 16. MasteryChallenge Contribute Excel March 16, 2012 16 ©2012 eCameron, Inc.
  • 17. Purpose March 16, 2012 18 ©2012 eCameron, Inc.
  • 18. Summary • Process makes our lives easier • However, we also like challenge and creativity • Personal biases make our view of work different based on external factors • High performing people doing cognitive work want: – Autonomy – Mastery – Purpose March 16, 2012 19 ©2012 eCameron, Inc.
  • 19. Thank You! Do you want to learn more? Questions? Contact Todd C. Williams Available at all bookstores 1-360-834-7361 or todd.williams@ecaminc.com RescueTheProblemProject.com http://ecaminc.com AMACOM, 2011 http://linkedin.com/in/BackFromRed Twitter: http://twitter.com/BackFromRed March 16, 2012 20 ©2012 eCameron, Inc.