PM ChallengeFebruary 2011<br />The Good<br />The Bad<br />The Ugly<br />
The Good<br />Good performance is a multi-variable dependent on good people, good tools/processes, good management, good c...
February 2009<br />Melba York:  2009 PM Challenge<br />3<br />Trust is Everything<br />Good relationships are built on tru...
February 2009<br />Melba York:  2009 PM Challenge<br />4<br />Customers Want to Work With People They Trust<br />Want us t...
The Bad<br />Limited Communication<br />Customers are surprised <br />No or minimal forewarning<br />Reactive mode<br />“I...
The Bad<br />Why is this happening? <br />Poor planning<br />Lack of risk management and risk mitigation techniques<br />P...
The Ugly<br />Impacts of Budget & Schedule Mis-Management<br />Damaged customer relationships<br />Impacts to future busin...
The Ugly<br />Bottom Line<br />Non-profitable<br />Loss of Customer base<br />Bad reputation with customers and employees<...
How do you avoid the "ugly”<br />Implementing an earned value system<br />Integrates cost/schedule together<br />Provided ...
What Does It Take?<br />Proper planning is key<br />Detailed requirements, estimates and schedules are a must!<br />Freque...
Data Integration<br />Project Schedule<br />P3 / MS Project<br />PRISM Project<br />Estimator<br />Material   Unit Costs<b...
Proprietary Data is Hidden <br />
Proprietary Data is Hidden <br />
Proprietary Data is Hidden <br />
Proprietary Data is Hidden <br />
Proprietary Data is Hidden <br />
Proprietary Data is Hidden <br />
Proprietary Data is Hidden <br />
FY08 PI&C Integrated Baseline Review <br /> WBS 6.1 & 6.2 & 6.3 & 6.4 & 6.6 & 6.7 -Task Order 343<br />Proprietary Data is...
Your Reputation Is On The Line:What Do YOU Want To Be?<br /><ul><li>The Good
The Bad
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York.melba

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  • DON’T PUT OFF BAD NEWSMakes Them Think You’re Hiding Something Or Being Deliberately Devious or Deceitful
  • York.melba

    1. 1. PM ChallengeFebruary 2011<br />The Good<br />The Bad<br />The Ugly<br />
    2. 2. The Good<br />Good performance is a multi-variable dependent on good people, good tools/processes, good management, good customer relationships<br />Good communication (horizontal and vertical)<br />Understanding organizational structure, goals, and expectations<br />Understanding the Project/Program requirements<br />Contract type<br />Some contract types are much more susceptible to impacts from cost or schedule problems<br />Fixed price, IDIQ task order, fixed rate<br />Good risk management practices:<br />Early identification (proactive vs reactive)<br />Honest diagnosis<br />Reasonable, coordinated, aggressive mitigations<br />Follow-through<br />Hiring good qualified people is a given<br />Knowing what skills you need<br />Technical, right experience for right job, customer skills, soft skills<br />
    3. 3. February 2009<br />Melba York: 2009 PM Challenge<br />3<br />Trust is Everything<br />Good relationships are built on trust<br />Integrity<br />Honesty<br />Openness<br />Dependability<br />Reliability<br />Mutual goals<br />
    4. 4. February 2009<br />Melba York: 2009 PM Challenge<br />4<br />Customers Want to Work With People They Trust<br />Want us to share their vision<br />Want us and them to succeed<br />Want a “friendly” working relationship<br />“All things being equal, I would rather do business with my friends than with my enemies.” - Unknown<br />
    5. 5. The Bad<br />Limited Communication<br />Customers are surprised <br />No or minimal forewarning<br />Reactive mode<br />“I can fix it” mentality<br />Potential Cost and Schedule Overruns<br />Early indicators, early warnings<br />Impacts to profits<br />Impacts to people<br />IMPACTS CREDIBILITY WITH YOUR CUSTOMER<br />
    6. 6. The Bad<br />Why is this happening? <br />Poor planning<br />Lack of risk management and risk mitigation techniques<br />Performance metrics may not be adequate<br />Does data tell you what you really need to know?<br />Does it provide enough granularity to permit early warning so you can anticipate potential problem areas?<br />Don’t Put off Bad News<br />
    7. 7. The Ugly<br />Impacts of Budget & Schedule Mis-Management<br />Damaged customer relationships<br />Impacts to future business<br />Reputation/image<br />Not meeting customer expectations<br />Poor performance scores<br />Examples:<br />GAO Report: NASA projects need more disciplined oversight and management to address key challenges, dated March 5, 2009<br />1990 GAO designated NASA’s contract management as high risk in view of persistence cost growth and schedule slippage in the majority of its major projects<br />
    8. 8. The Ugly<br />Bottom Line<br />Non-profitable<br />Loss of Customer base<br />Bad reputation with customers and employees<br />Loss of business<br />Out of business!<br />
    9. 9. How do you avoid the "ugly”<br />Implementing an earned value system<br />Integrates cost/schedule together<br />Provided early warning systems<br />Allows scenario analysis to evaluate cost/schedule trade-off if one component (cost, technical, schedule) suddenly gets higher priority<br />Provides ability to forecast cashflow<br />Allows management to know when money is needed<br />Highlights resource needs<br />Provides input into hiring needs or resource leveling<br />Helps management assess changes (movement of tasks/resources) to provide same work more consistently over time without spikes/drops in the workforce<br />
    10. 10. What Does It Take?<br />Proper planning is key<br />Detailed requirements, estimates and schedules are a must!<br />Frequent analysis of actuals against plan are imperative<br />Don’t hide bad news<br />Communicate with customers frequently<br />Make a plan, stick to the plan; if changes are necessary, develop new plan with customers<br />
    11. 11. Data Integration<br />Project Schedule<br />P3 / MS Project<br />PRISM Project<br />Estimator<br />Material Unit Costs<br />Material Quantities<br />Schedule Activities and Resources<br />Detailed Project Estimate<br />Procurement &<br />Materials Management<br />Modules<br />Schedule Interface<br />Module<br />Baseline Estimate<br />Module<br />Baseline Estimate<br />Module<br />Budget Estimate<br />Commitments<br />WBS Coding<br />Engineering Systems<br />Cost & Progress<br /> Module<br />Control Accounts<br />Engineering <br />Progress<br />Module<br />Contracts/P.O. <br />Administration<br />Module<br />Engineering<br />Progress<br />Contract/PO<br />Progress<br />Engineering<br /> Progress<br />Deliverable Status<br />Risk Activities<br />Actual Costs<br />Document<br />Control<br />Module<br />PRISM RISK<br /> Manager <br />Accounting Data<br />SAP, Oracle, etc.<br />
    12. 12. Proprietary Data is Hidden <br />
    13. 13.
    14. 14. Proprietary Data is Hidden <br />
    15. 15. Proprietary Data is Hidden <br />
    16. 16.
    17. 17. Proprietary Data is Hidden <br />
    18. 18. Proprietary Data is Hidden <br />
    19. 19. Proprietary Data is Hidden <br />
    20. 20. Proprietary Data is Hidden <br />
    21. 21.
    22. 22.
    23. 23. FY08 PI&C Integrated Baseline Review <br /> WBS 6.1 & 6.2 & 6.3 & 6.4 & 6.6 & 6.7 -Task Order 343<br />Proprietary Data is Hidden <br />ARES Proprietary <br />
    24. 24.
    25. 25.
    26. 26. Your Reputation Is On The Line:What Do YOU Want To Be?<br /><ul><li>The Good
    27. 27. The Bad
    28. 28. The Ugly</li></li></ul><li>Conclusion<br />When it comes to a “show-down”, customers want to work with companies who deliver:<br />Superior quality products<br />On-time<br />Within budget<br />Don’t leave results to chance!<br />Use systems and tools to help you navigate project complexities AND<br />Don’t Put off Bad News<br />

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