PowerPoint version of presentation at the American Association of Museums. See related text version with references and footnotes.

1. Good Project Gone Bad: Planning, Managing and Delivering Complex Technology Projects 1. Initial 2. Managed 3. Defined 4. Quantitatively Managed 5. Optimizing

2. Good Project Gone Bad: Planning, Managing and Delivering Complex Technology Projects Michael Edson Director, Web and New Media Strategy Smithsonian Institution Nik Honeysett Head of Administration J. Paul Getty Museum AAM Annual Conference Monday, Apr 28, 2008 9:00 AM-10:15 AM

3. Introduction Note See related text version of this show with links and footnotes

4. “ a large but unknowable proportion of businesses fail pursuing nearly perfect strategies.” -- Peter Jones We Tried to Warn You Boxes and Arrows

7. Introduction to Process Maturity Good Project Gone Bad: Planning, Managing and Delivering Complex Technology Projects Michael Edson Director, Web and New Media Strategy Smithsonian Institution [email_address]

9. www.si.edu

12. AAM Accreditation

15. Capability Maturity Model 1. Initial 2. Managed 3. Defined 4. Quantitatively Managed 5. Optimizing

16. Understanding the levels Handout (and next slides) Level 1. Level 2. Level 3. Level 4. Level 5. People Success depends on individual heroics “ Fire fighting” is a way of life Relationships between disciplines are uncoordinated, perhaps even adversarial Success depends on individuals Commitments are understood and managed People are trained Project groups work together, perhaps as an integrated team Training is planned and provided according to roles Strong sense of teamwork exists within each project Strong sense of teamwork exists across the organization. Everyone is involved in process improvement Processes Few stable processes exist or are used “ Just do it!” At the individual project level, documented and stable estimating, planning and commitment processes are used Problems are recognized and corrected as they occur Integrated management and engineering (how things get built) processes are used across the organization Problems are anticipated and prevented, or their impacts are minimized Processes are quantitatively understood and stabilized Sources of individual problems are understood and eliminated Processes are continuously and systematically improved. Common sources of problems are understood and eliminated Measurement Data collection and analysis are ad hoc Planning and management data used by individual projects Data are collected and used in all defined processes Data are systematically shared across projects Data definition and collection are standardized across the organization Data are used to understand work processes quantitatively and stabilize them Data are used to evaluate and select process improvements Technology Introduction of new technology is risky Technology supports established, stable activities New technologies are evaluated on a qualitative basis New technologies are evaluated on a quantitative basis New technologies are proactively pursued and deployed

17. Understanding the levels People Processes Measurement Technology 1 2 3 4 5

18. Understanding the levels People Processes Measurement Technology 1 2 3 4 5 Success depends on individual heroics

19. Understanding the levels People Processes Measurement Technology 1 2 3 4 5 “ Fire fighting” is a way of life

20. Understanding the levels People Processes Measurement Technology 1 2 3 4 5 Relationships between disciplines are uncoordinated, perhaps even adversarial

21. Understanding the levels People Processes Measurement Technology 1 2 3 4 5 Success depends on individuals Commitments are understood and managed People are trained

22. Understanding the levels People Processes Measurement Technology 1 2 3 4 5 Project groups work together, perhaps as an integrated team Training is planned and provided according to rolesv

23. Understanding the levels People Processes Measurement Technology 1 2 3 4 5 Strong sense of teamwork exists within each project

24. Understanding the levels People Processes Measurement Technology 1 2 3 4 5 Strong sense of teamwork exists across the organization Everyone is involved in process improvement

25. Understanding the levels People Processes Measurement Technology 1 2 3 4 5

26. Understanding the levels People Processes Measurement Technology 1 2 3 4 5 Few stable processes exist or are used “ Just do it!”

27. Understanding the levels People Processes Measurement Technology 1 2 3 4 5 At the individual project level, documented and stable estimating, planning and commitment processes are used Problems are recognized and corrected as they occur

28. Understanding the levels People Processes Measurement Technology 1 2 3 4 5 Integrated management and engineering processes (how things get built) are used across the organization Problems are anticipated and prevented, or their impacts are minimized

29. Understanding the levels People Processes Measurement Technology 1 2 3 4 5 Processes are quantitatively understood and stabilized Sources of individual problems are understood and eliminated

30. Understanding the levels People Processes Measurement Technology 1 2 3 4 5 Processes are continuously and systematically improved Common sources of problems are understood and eliminated

32. Using the model

34. Capability Maturity Model Figure out where you are? 1. Initial 2. Managed 3. Defined 4. Quantitatively Managed 5. Optimizing

35. Capability Maturity Model Ratchet up gradually over time 1. Initial 2. Managed 3. Defined 4. Quantitatively Managed 5. Optimizing

36. Capability Maturity Model Don’t skip steps 1. Initial 2. Managed 3. Defined 4. Quantitatively Managed 5. Optimizing

37. Capability Maturity Model Don’t slip back! 1. Initial 2. Managed 3. Defined 4. Quantitatively Managed 5. Optimizing

38. Capability Maturity Model Pick projects Appropriate For your level 1. Initial 2. Managed 3. Defined 4. Quantitatively Managed 5. Optimizing

40. Some Practical Ways to increase process maturity Best Practices

41. Avoid Classic Mistakes Best Practices Rank Estimated Probability of Occurrence Classic Mistake Action to Take 1 68% Lack of content or source-code control Implement source-code control practices

42. Avoid Classic Mistakes Best Practices Rank Estimated Probability of Occurrence Classic Mistake Action to Take 1 68% Lack of content or source-code control Implement source-code control practices 2 60% Failure to produce a design document Produce a design, Ex Post Facto, starting week of August 25th

43. Avoid Classic Mistakes Best Practices Rank Estimated Probability of Occurrence Classic Mistake Action to Take 3 60% Lack of project management plan Project plan v 1.0 completed August 20th 4 60% Failure to maintain project visibility Project visibility addressed in project plan.

44. Avoid Classic Mistakes Best Practices Rank Estimated Probability of Occurrence Classic Mistake Action to Take 5 60% Feature Creep Produce a design. Prioritize feature set. 6 58% Wasted time upstream The cow is already out of the barn on this one!

45. Avoid Classic Mistakes Best Practices Rank Estimated Probability of Occurrence Classic Mistake Action to Take 7 57% Reliance on heroics to complete a project Define roles and responsibilities. Emphasize accurate estimation. Implement management controls to track progress and anticipate delays. 8 53% Friction within team Address proactively with team members and management.

46. Avoid Classic Mistakes Best Practices Rank Estimated Probability of Occurrence Classic Mistake Action to Take 9 53% Failure to accurately estimate time and resources Related to lack of design. Having a project management plan should help. Managers must ensure staff accurately defines and estimates tasks. 10 50% Failure to define requirements up front create requirements doc Ex Post Facto.

48. Spiral Project Plan Design Build Test Evaluate Then plan next loop START Best Practices

53. Assign Roles and Responsibilities Make sure every role is assigned to a person Best Practices

55. Standardized Reporting Best Practices

56. Standardized Reporting Best Practices

57. Standardized Reporting Best Practices

58. Standardized Reporting Best Practices

69. Consequences and Phenomena

84. The Road to Success Efficient-Development Town YOU ARE HERE Reference: McConnell, Steve Rapid Development, Taming Wild Software Schedules . Microsoft Press, 1996

85. The Road to Success Efficient-Development Town YOU ARE HERE Reference: McConnell, Steve Rapid Development, Taming Wild Software Schedules . Microsoft Press, 1996

86. The Road to Success Efficient-Development Town Reference: McConnell, Steve Rapid Development, Taming Wild Software Schedules . Microsoft Press, 1996

87. The Road to Success Efficient-Development Town Reference: McConnell, Steve Rapid Development, Taming Wild Software Schedules . Microsoft Press, 1996

88. The Road to Success Classic-Mistakes Town Efficient-Development Town Reference: McConnell, Steve Rapid Development, Taming Wild Software Schedules . Microsoft Press, 1996

89. The Road to Success Classic-Mistakes Town High-Cost/Long-Schedule Town Efficient-Development Town Reference: McConnell, Steve Rapid Development, Taming Wild Software Schedules . Microsoft Press, 1996

90. The Road to Success Classic-Mistakes Town High-Cost/Long-Schedule Town Sometimes-Predictable-Cost-and-Schedule Town Efficient-Development Town Reference: McConnell, Steve Rapid Development, Taming Wild Software Schedules . Microsoft Press, 1996

91. The Road to Success Classic-Mistakes Town High-Cost/Long-Schedule Town Sometimes-Predictable-Cost-and-Schedule Town Predictable-Cost-and-Schedule Town Efficient-Development Town Reference: McConnell, Steve Rapid Development, Taming Wild Software Schedules . Microsoft Press, 1996

92. The Road to Success Classic-Mistakes Town High-Cost/Long-Schedule Town Sometimes-Predictable-Cost-and-Schedule Town Predictable-Cost-and-Schedule Town Efficient-Development Town Reference: McConnell, Steve Rapid Development, Taming Wild Software Schedules . Microsoft Press, 1996

93. The Road to Success Classic-Mistakes Town High-Cost/Long-Schedule Town Sometimes-Predictable-Cost-and-Schedule Town Predictable-Cost-and-Schedule Town Efficient-Development Town Specialization… Reference: McConnell, Steve Rapid Development, Taming Wild Software Schedules . Microsoft Press, 1996

94. The Road to Success Classic-Mistakes Town High-Cost/Long-Schedule Town Sometimes-Predictable-Cost-and-Schedule Town Predictable-Cost-and-Schedule Town Efficient-Development Town Specialization… Most organizations are here… Reference: McConnell, Steve Rapid Development, Taming Wild Software Schedules . Microsoft Press, 1996

95. The Road to Success Classic-Mistakes Town High-Cost/Long-Schedule Town Sometimes-Predictable-Cost-and-Schedule Town Predictable-Cost-and-Schedule Town Efficient-Development Town Specialization… To get here, use any effective practice whatsoever… BUT USE IT! Reference: McConnell, Steve Rapid Development, Taming Wild Software Schedules . Microsoft Press, 1996

97. Good Project Gone Bad: Planning, Managing and Delivering Complex Technology Projects Michael Edson Director, Web and New Media Strategy Smithsonian Institution Nik Honeysett Head of Administration J. Paul Getty Museum AAM Annual Conference Monday, Apr 28, 2008 9:00 AM-10:15 AM