The Supervision Series Leading Successful Projects Presented by Larry Chester Developer of the Project Management Program and Special Customer Guest
2 Leading Successful Projects
Why the Need for PM Skills?
Routine work is declining:
Automate routine work
Eliminate non-value-added work (BPI/BPR)
Outsource routine work to specialists
More and more full-time employees are spending a larger part of their time doing project-oriented work
Project management is now the no. 1 skill cited on resumes
ASTD in 2003 stated that the no. 1 training intention of their member firms was Project Management!
3 Leading Successful Projects
Type 1: Project Success: The project is completed on time, on budget with all the features and functions specified
Type 2: Project Challenged: The project is completed and operational, but over budget, over schedule, and offers fewer features than specified
Type 3: Project Impaired: The project is cancelled at some point during the development cycle, or never used upon completion
4 Leading Successful Projects Standish Group Metrics, 2004* * Based on more than $250 billion per year in IT projects
5 Leading Successful Projects
Projects Not Being Done Well
71% of all projects fail to meet their original objectives (Standish Group, 2004)
Of those, about half failed due to lack of common understanding of the objectives
About 25% of all projects should never have started; no need or need changed
A large Canadian organization surveyed its internal customers and discovered that:
Most were not sure what they were going to get
Most were not sure how much progress had been made and when they would get it
Most were not sure what they got on completion
6 Leading Successful Projects
Top 10 Success Factors
User involvement (know what they want)
Experienced, skilled project manager
Clear business objectives
Minimized scope (to reduce overall time)
Standardization (processes, vendors, etc.)
Firm basic requirements (minimal change)
Proper planning and ownership of results
7 Leading Successful Projects
Top 10 Failure Factors
Lack of user input and agreement
Lack of executive support and commitment
Unfamiliarity with technical content
Lack of resources
Unrealistic time frames
Lack of planning and monitoring
8 Leading Successful Projects
Is there a need for PM skills?
Project Management is a key skill for implementing change, whether operational or strategic
With improved project management skills, we will know:
What we want to do
Why we want to do it
How we will do it and when
Who will be responsible for doing it
What could go wrong
How well we are doing it
How well we did do it
9 Leading Successful Projects
Number 1 Motivator for Change?
LET’S GO AROUND THE TABLE AND GIVE AN UPDATE ON EACH OF OUR PROJECTS. MY PROJECT IS A PATHETIC SERIES OF POORLY PLANNED, NEAR-RANDOM ACTS. MY LIFE IS A TRAGEDY OF EMOTIONAL DESPERATION. IT’S MORE OR LESS CUSTOMARY TO SAY THINGS ARE GOING FINE. I THINK I NEED A HUG.
10 Leading Successful Projects
How will you see the Pain?
Only 70% of all Projects deliver the required results with the expected quality on time, and within budget
Do your projects always meet their original objectives?
Are customers/users delighted with project results, cost and timing?
What is the approximated dollar value of all projects done each year?
What is the impact of doing or not doing projects better, faster and cheaper?
11 Leading Successful Projects
What is causing the Pain?
Do your people know WHAT is expected (results, cost, time) of them?
Do they know HOW to do a project right?
Do they have the RESOURCES required to do the project successfully?
Are they MOTIVATED to do the project right?
Do they get FEEDBACK on their project performance (process and results)?
If the answer to any of these questions is No, we can help!
12 Leading Successful Projects
30-Second Elevator Speech
About 70% of all projects fail to meet their original expectations. There is no question that most of your people will somehow get the job done with or without project management skills and processes. But, with improved project management capability, most of the battle is fought on paper and in the minds of the project team ahead of time as opposed to real time, where it really hurts (deliverables, cost and time).
We specialize in making things simple, building on what people already know, and providing processes that work at the ground level. Improved project management skills will leverage the time, talent and expertise of your most precious resource – your people – to complete projects on time, within budget and to customer requirements.
Concept presentation/experiential learning
Discussion and feedback
Practice using case studies
Application to real projects
14 Module 1: Introduction
Best project/worst project
Group development: task and team
Project success factors
Project life cycle and questions
Planning phase overview
15 Module 2: Planning Phase
Setting ground rules
Roles and responsibilities
Work breakdown structure
Jumbo exercises (for scheduling)
16 Module 3: Planning Phase (cont.)
Scheduling (Gantt chart and network diagrams)
Plan review and risk assessment
Locking in the resources
17 Module 4: Execution and Closure
Project monitoring and control
Close-out and evaluation
Completing your project
18 Tool Box
Participant materials (4 Modules, 1 book)
Risk identification, assessment and management
Monitoring and controlling
Closure and evaluation
19 Tool Box (cont.)
Detailed Administrative Guide (for facilitators)
20 Industries to Explore
Anyone who does projects
21 Facilitator Experience Welcome: Kathleen Razi She will share with us her experience with facilitating and her customers perspective