Projects   leading them to success
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Projects leading them to success

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Projects   leading them to success Projects leading them to success Presentation Transcript

  • Centre for Project Leadership Projects Leading Them to Success Gordon Bartlett The Centre for Project Leadership is a Division of the Centre for Executive Development Pty. Ltd.
  • About projects How a project should be run best practices Your Contribution How to do it Questions wrap up Overview
  • A project is defined as being a set of activities to deliver a unique change with defined parameters especially time and to a predefined scope. Projects deliver an organisations strategy - and so doing them right is key to an organisations success Project failure rates are high due to many factors About Projects
  • The Challenge Technology is rarely the cause of project failure The organisational culture and it s lack of project leadership are the real issues 2004 Failed Challenged Succeeded 2000 1998 18% 53% 29% 23% 28% 49% 46% 28% 26% 1996 40% 33% 27% * Source: Standish Group Chaos Reports 1996 to 2009 2009 24% 44% 32%
  • Plan if you don t know where you are going, any road will get you there .. The right people does your project need experienced leaders or will it allow people to learn and grow very different approach Control scope - Eat the elephant one bite at a time don t try to boil the ocean all at once Measure if you don t measure it, you can t improve it! Repeat good practices practice makes perfect? or Perfect practice makes perfect have a Framework/methodology best practices Test know what you want and define how you will determine success at the start of the project (Success/Exit Criteria) How a project should be run
  • What is a Framework? INITIATING PLANNING EXECUTING CONTROLLING CLOSING PROJECT MANAGEMENT AND BUSINESS ANALYSIS DOCUMENT TEMPLATES PROJECT LIFECYCLE FRAMEWORK INITIATION STAGE PLANNING STAGE ANALYSIS STAGE DESIGN STAGE CONSTRUC- TION STAGE TESTING STAGE IMPLEMENTA- TION STAGE CLOSURE STAGE INITIATING PLANNING EXECUTING CONTROLLING CLOSING PROJECT MANAGEMENT AND BUSINESS ANALYSIS DOCUMENT TEMPLATES PROJECT LIFECYCLE FRAMEWORK INITIATION STAGE PLANNING STAGE ANALYSIS STAGE DESIGN STAGE CONSTRUC- TION STAGE TESTING STAGE IMPLEMENTA- TION STAGE CLOSURE STAGE An example 6 What is a framework/Methodology
  • What is your role? are you the project Sponsor? Project Manager? Know it, agree it and do it (avoid role confusion) Lead provide clear direction and accountability for the project team clarity generally defines a successful project (roles and responsibilities document such as a RACI) Support and encourage once you have put the right components in place, let them run without undue interference Regularly review project goals Business conditions and environments change even on a short project the situation may require review and re- direction or even cancelling a project Your Contribution
  • Document your scope with clarity in goals and success criteria that can be objectively tested? eg: Project Management Plan (PMP) The PMP is the consolidation of several activities, including: Ø Define scope Ø Plan quality Ø Develop schedule Ø Plan risk management Ø Estimate costs Ø Develop Human Resources plan Ø Plan communications How to do it?
  • Clear Roles and Responsibilities select the right people for the roles and then provide a roles and responsibilities document, RACI, etc How to do it?
  • Plan your execution, then execute your plan create a Work Breakdown Structure (WBS) and then define the activities to achieve the deliverables, order them, estimate the effort and duration, estimate the resources, create your schedule (not plan) and calculate how much it will cost and when it will be able to be delivered NEVER provide a delivery date prior to this exercise unless you are prepared to throw money at it and/or accept a lower quality at the nominated date (Triple Constraints) How to do it? WBS Deliverable
  • Plan your execution, then execute your plan (continued) Sample Schedule How to do it?
  • Plan your execution, then execute your plan (continued) The Gantt Chart How to do it?
  • Regularly review project progress (measure) to execute the plan the project needs to regularly assess its progress against the schedule, budget and other project areas. Typically this is done by a report which the PM defined around his/her requirements. The PM needs to define the report around the requirements of those that will read and action it Typically these reports use RAG (Red/Amber/Green) status to visually show the status of components How to do it?
  • Track basics like Assumptions, Restrictions/Constraints, Dependencies, Risks, Issues, Actions. There are many things that can determine a projects success and these need to be tracked, reviewed, treated, monitored and closely scrutinised. Assumptions: when you create your business case and projects scope (along with just about any other item in a project), you almost certainly make assumptions on which your decisions are based. Document these and continually review and test them throughout the project lifecycle. How to do it?
  • Track basics like Assumptions, Restrictions/Constraints, Dependencies, Risks, Issues, Actions (Continued) Risks/issues: These need to be actively and continually managed for a project to be successful. Actions to mitigate/resolve need to be taken as seriously as any other activity in the project. Don t forget positive risks (opportunities) How to do it?
  • Track basics like Assumptions, Restrictions/Constraints, Dependencies, Risks, Issues, Actions (Continued) Dependencies: If the project is part of a larger program or related to other projects, then managing the links (dependencies) between components can be critical. How to do it?
  • Target and regularly review project goals Ø Targeted success Criteria Ø Conduct Portfolio Management reviews where all current projects are compared and the overall business benefit of each compared Ø Business conditions and environments change even on a short project the situation may require review and re-direction or even cancelling a project Ø Be prepared to cancel a project if the business case no longer stacks up Do NOT look at Sunk Funds but rather what the project will cost to complete versus the benefits that will flow How to do it? & ObjectivesProject Goals
  • Select your people well and develop them one key mistake made by most organisations is that the project becomes all important forgetting about the development of their staff who run this project, and then the next, and the one after that. Those ignore study history are doomed to repeat it. Leadership capability of project participants is a clear component in defining whether a project will be successful. Leadership can be defined by looking at the characteristics of a good leader which fall into 2 areas:- How to do it?
  • Managing Self ü Manage ambiguity ü Make crucial decisions ü Hold self to account ü Build trust and credibility ü Demonstrate personal commitment and courage ü Build self resilience ü Be disciplined ü Be consistent and maintain focus ü Encourage feedback on own performance ü Manage energy ü Define and manage personal brand Leading Others ü Articulate the project vision, goal and objectives ü Establish key accountabilities, roles & responsibilities ü Set clear KPIs with team members ü Test buy-in to individual and team KPIs ü Develop appropriate strategies to meet objectives ü Reward and recognise performance ü Identify and manage key dependencies between teams and individuals ü Hold critical conversations with key stakeholders ü Manage stakeholder expectations ü Build alliances in order to influence & persuade ü Develop team capability by Coaching & feedback ü Hold others to account ü Delegate effectively ü Identify key risks Key project leadership capabilities are clustered into two broad development areas: Leadership Capabilities
  • Audience Level Focus Ø Project Director / Program Manager who have extensive project management and leadership experience, but need to develop advanced leadership skills as well as hone current leadership skills Ø Senior Project Managers who have extensive project management experience and some exposure to or potential for leadership Ø Project Managers who have project management fundamentals but who must understand the importance of managing self as the first step in leadership Program Levels Managing Self Leading Others Managing Self Leading Others Foundation Managing Self Leading Others Intermediate Advanced
  • Gordon Bartlett Director Centre for Project Leadership Email: gbartlett@cpla.com.au Mobile: +61 438 244 115 www.cpla.com.au Leadership and management development for Project Managers also Dr Denis Bourke Email: dbourke@cpla.com.au Mobile: +61 (0)425 224 943 and Peter Farley Email: pfarley@cpla.com.au Mobile: +61 (0)412 970 202 Questions Wrap Up