Clarity Of Vision Cj Images


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  • As project managers we are constantly reminded that the most important elements are cost, schedule, and quality. These are the holy trinity of project management. If we Project Managers manage to get these elements right the project will be a success.
  • Why is it, then, that with so many projects focusing on these critical items, do so many projects fail to deliver. How many projects are over budget, over time, unsuitable to the customer’s needs, or fail to deliver what was required. Does this mean that there is something missing from the PMBOK, or is PRINCE 2 deficient in something. These books are the bibles of our industry, these books are used by Project Managers day in and day out, as the guidelines for project delivery. These great works are the basis of what we deliver to the stakeholders to ensure that all is passing as we say it should.
  • We concentrate on the wrong thing, PMBOK and PRINCE 2 are merely tools, they allow us to build the project, deliver the reports and acceptance criteria that allow the stakeholders to see how their project is progressing.
  • The Key Stakeholders define the project, what they want, what the project should do, when they want the project, what is needed for the project to be a success. The architects and designers to think up how the product will look, how it will need to be designed, what needs to be done to deliver the product. It is arguably the role of the PM to deliver all theses things. The PM listens to the stakeholders, talks to the end users, gains an understanding of not only what the Key Stakeholder had in mind for the project, but what they want to do with it, what benefits they are looking for. It is then up to the Project Manager to provide the Vision, not only for the project, but to instill a vision into the project staff and sub-contractors of not only what the project will look like, but how it will interact with the world.
  • Vision is clarity of sight, of knowing where you are going, how you will get there and what it will look like at the end. It is an ability to take all of the stakeholder requirements and use them to visualise not only what the end product will look like, how it will perform, what the end user will do with it and what additional benefits it will deliver.
  • Long term projects that have changes of project managers are more likely to fail. Why is this? What is the reason for this failure? Nothing has changed, the end goals are still the same, the customer requirements are unchanged, the end users and the benefits are not altered, why then does this project fail? Could it be something intangible, an ephemeral, the spirit of the project, Vision. Vision is one of the most important things to understand. A shared vision makes it easier to see with common eyes. Without Vision we cannot truly see where we are going, where we need to take the project. Vision is about seeing, not just the minute details, but the big picture, including how the project will be used, who will use it, what they will do with it, how it is put together at every stage.
  • As we move into the 21 st Century we use the tools of our fathers to build our projects. We are building more complex projects than anytime in history. What are the main tools we use for Project Control.
  • Yes, it can tell you what resources are required, it can tell you the sequence of tasks to be completed, it can tell you how long it will take. It will tell you everything about the project except what exactly is the project, what does the project look like, how will it work, what exactly is it we are delivering. Modern project management methodology concentrates on the HOW of the project, not WHAT is the project. While in some aspects the how is critically important, we lose sight of the what, we spend so much time concentrating on the Time, Scope, and Budget.
  • At the end of every speech Roman Senator Cato the Elder stated “ Carthago delenda est ” “ Carthage must fall ” This was not just an ending statement, but reinforced his vision of a world without Carthage as a dominant power in the Mediterranean.
  • In the construction industry, you have blue prints and architect’s drawing to reinforce the goal of the project. In manufacturing they use 3D CAD modeling and other computer graphics to present an actual vision of what the finished product will look like. With this image everyone can get a good look at what they are working for. It allows everyone to grasp what they are working on and what it will look like when it is finished. Stakeholders can look at the object from different angles and ask questions. They can metaphorically poke and prod.
  • How then can project managers capture this level of stakeholder understanding?
  • We can borrow from a technique used by the Construction Industry.
  • We can marry the 3D CAD model to the schedule. All 3D models are created from construction elements. These construction elements can be paired with a schedule task. This creates what is called a 4D model (the 4th element is time). This in turn creates a model that can be used to show actual construction matched with the schedule and shows you the construction over time.
  • Lets us take a standard 3D CAD image, as you can see the image shows how the project is supposed to look. Let us take it a little further and add the schedule, lets watch as the little movie runs showing 3D and schedule. Now we not only have a graphical way of showing the schedule, but also in showing project status.
  • If we add cost to the mix we now have a very high level understanding of the project, let us add an earned value component.
  • Lets look at the wider picture modern manufacture can use parts built in one location and transported to another. In this image we can see ship modules being built in NSW and transported to Adelaide for assembly, if we added a GPS source and couple it with a GIS we can see the components as they travel the oceans for delivery.
  • This type of multi source project data being brought to one single point, where all information about a project is available to all stakeholders, could be called Network Centric Project Management (for those with a Defence background), or xD Project Management Modeling by those of us at TBH.
  • xD Project Management Modeling not only allows you to gather all the necessary data to show the complete status of the project. It also allows you to model changes to the project which allow decisions to be made, concerning changes to equipment fit, or simply looking for a way to deliver a project faster, by modeling ways work could be done in parallel.
  • Clarity Of Vision Cj Images

    1. 1. Clarity of Vision How important is vision in Project Management Robert McMartin Managing Director RMAA Management Consultants 0416 120 841
    2. 2. Apologies to all
    3. 3. <ul><li>“ Nanos gigantum humeris insidentes” </li></ul><ul><li>(Dwarves standing on the shoulders of Giants) </li></ul><ul><li>“ If I have seen further it is only by standing on the shoulders of Giants” </li></ul><ul><li>Sir Isaac Newton - 1676 </li></ul>
    4. 4. <ul><li>Vision - noun </li></ul><ul><li>The act or power or sensing with the eyes; sight </li></ul><ul><li>The act or power of anticipating that which will, or may come to be; prophetic vision </li></ul><ul><li>An experience in which a personage, thing, or event appears vividly, or credibly to the mind, although not actually present, often under the influence of the divine, or other agency; a heavenly messenger appearing in a vision. </li></ul><ul><li>Something seen or otherwise perceived during such an experience; the vision revealed its message. </li></ul><ul><li>A vivid, imaginative conception, or anticipation; vision of wealth and glory </li></ul><ul><li>Something seen; an object of sight </li></ul><ul><li>A scene, person, etc., of extraordinary beauty; The sky was a vision of red and pink </li></ul><ul><li>From the Oxford English Dictionary </li></ul>
    5. 5. <ul><li>Project management mantra </li></ul><ul><ul><li>Cost </li></ul></ul><ul><ul><li>Schedule </li></ul></ul><ul><ul><li>Quality </li></ul></ul><ul><li>If we control this “Holy Trinity” our projects will be a success. </li></ul>
    6. 7. <ul><li>Why do so many projects fail to deliver? </li></ul><ul><li>Is there something missing from the PMBOK, or Prince 2? </li></ul><ul><li>These are the gospels of project management and are used daily around the planet to ensure project delivery. </li></ul>
    7. 8. <ul><li>Prince 2 and PMBOK are merely tools. </li></ul><ul><li>They allow us to : </li></ul><ul><ul><li>Build the project </li></ul></ul><ul><ul><li>Deliver the reports and acceptance criteria </li></ul></ul><ul><ul><li>Allow the stakeholders to see the project progress </li></ul></ul><ul><li>Where does the project visualisation come in? </li></ul>
    8. 9. <ul><li>Stakeholder define the scope, requirements and acceptance criteria. </li></ul><ul><li>Designers and Architects to create the product and how it meets the above requirements. </li></ul><ul><li>It is arguably the work of the Project Manager to take the definitions and visualise how it will look, and interact with the users. </li></ul><ul><li>It is then the responsibility of the PM to provide the Vision for the whole project. </li></ul>
    9. 10. <ul><li>Vision </li></ul>
    10. 11. <ul><li>Vision </li></ul><ul><ul><li>Is clarity of sight </li></ul></ul>
    11. 12. <ul><li>Vision </li></ul><ul><ul><li>Is clarity of sight </li></ul></ul><ul><ul><li>It must be real </li></ul></ul>
    12. 13. <ul><li>Vision </li></ul><ul><ul><li>Is clarity of sight </li></ul></ul><ul><ul><li>It must be real </li></ul></ul><ul><ul><li>It must be personal </li></ul></ul>
    13. 14. <ul><li>Vision </li></ul><ul><ul><li>Is clarity of sight </li></ul></ul><ul><ul><li>It must be real </li></ul></ul><ul><ul><li>It must be personal </li></ul></ul><ul><ul><li>It must be desired </li></ul></ul>
    14. 15. <ul><li>Vision </li></ul><ul><ul><li>Is clarity of sight </li></ul></ul><ul><ul><li>It must be real </li></ul></ul><ul><ul><li>It must be personal </li></ul></ul><ul><ul><li>It must be desired </li></ul></ul><ul><ul><li>It must be achievable </li></ul></ul>
    15. 16. <ul><li>“A man’s reach must exceed his grasp, or what is Heaven for.” </li></ul><ul><li>Robert Browning </li></ul>
    16. 17. <ul><li>Long term projects that have a change of project managers are more likely to fail. </li></ul><ul><li>WHY? </li></ul><ul><ul><li>Goals are still the same </li></ul></ul><ul><ul><li>Customer requirements are unchanged </li></ul></ul><ul><ul><li>Benefits have not changed </li></ul></ul><ul><ul><li>End users are still there </li></ul></ul><ul><li>Why then do the projects fail? </li></ul>
    17. 18. <ul><li>What are the tools used in delivering projects in the 21 st Century? </li></ul><ul><ul><li>Gantt Charts </li></ul></ul><ul><ul><li>PERT/CPM </li></ul></ul>
    18. 19. <ul><li>Gantt Charts </li></ul><ul><li>Invented in the 19 th Century </li></ul><ul><li>First used in 1896. </li></ul><ul><li>Been used to control projects ever since. </li></ul>
    19. 20. <ul><li>What does a Gantt Chart really tell you? </li></ul><ul><ul><li>Resources </li></ul></ul><ul><ul><li>Sequence of tasks </li></ul></ul><ul><ul><li>Duration of tasks </li></ul></ul><ul><ul><li>Tasks to be completed </li></ul></ul><ul><ul><li>Duration until completed </li></ul></ul><ul><li>What exactly is the project again? </li></ul><ul><li>Too much time spent on the When and not the What exactly is the project. </li></ul>
    20. 21. <ul><li>PERT/CPM Chart </li></ul><ul><li>Road map of a project </li></ul><ul><li>Shows you When and How long and in What order. </li></ul><ul><li>What exactly is the project? </li></ul>
    21. 22. <ul><li>“ When you are up to your neck in Alligators, it is hard to remember your original intention was to drain the swamp.” </li></ul>
    22. 23. <ul><li>“ Carthago delenda est” </li></ul><ul><li>(Carthage must fall) </li></ul><ul><li>Roman Senator Cato the Elder </li></ul>
    23. 24. <ul><li>In construction and manufacturing you have blueprints and architects drawings, 3D CAD, and in some cases Stereolithograpy. </li></ul><ul><li>Everyone knows what the finished product will look like. </li></ul><ul><li>Everyone is one the same page. </li></ul>
    24. 25. <ul><li>How then can a Complex Project Manager capture this level of stakeholder involvement? </li></ul>
    25. 26. <ul><li>In construction and Manufacturing they use 3D CAD Models. </li></ul>
    26. 27. <ul><li>“If a picture paints a thousand words, what can a 10 minute video do for you” </li></ul><ul><li>Christian Jones – TBH Employee </li></ul>
    27. 28. <ul><li>We can add the schedule to the 3D model. </li></ul><ul><li>We call this a 4D model. </li></ul><ul><li>It is a standard tool in Construction for selling to stakeholders. </li></ul><ul><li>We can use it to show “Planned” project progress on a given date. </li></ul>
    28. 29. <ul><li>Using the 4D model we can now show actual versus planned. </li></ul><ul><li>Makes it easy to see and communicate project status. </li></ul><ul><li>Makes it hard to hide your mistakes, or your subcontractor problems. </li></ul>
    29. 30. <ul><li>We can take this 4D model and add cost per component, cost per task, cost over time, or cost to complete. </li></ul><ul><li>We now call this 5D Modelling. </li></ul><ul><li>At this point, we decided to call it xD modelling. </li></ul>
    30. 31. <ul><li>We can zoom in on a Model </li></ul><ul><li>In this example on the Ship’s Bridge </li></ul>
    31. 32. <ul><li>Once selected we can drill down </li></ul><ul><li>For extra detail </li></ul>
    32. 33. <ul><li>We can then examine an area to see what has been built and what is outstanding. </li></ul>
    33. 34. <ul><li>What is the lead time? </li></ul><ul><li>How does the lead time affect the schedule? </li></ul><ul><li>We can take this xD model and add Logistic elements. </li></ul><ul><li>How many do we have in stock? </li></ul><ul><li>How many do we need? </li></ul>
    34. 35. <ul><li>We can use GPS and overlay the co-ordinates on a map and show the location of equipment and time till delivery. </li></ul><ul><li>Nearly every shipping container has some form of transponder that is used in tracking the container. </li></ul><ul><li>Couple these transponders with a GIS, or GPS tracking system and add the delivery times into the schedule. </li></ul>
    35. 36. <ul><li>There is a lot of data available on every project </li></ul><ul><li>Often it is siloed with interaction on a weekly or monthly basis </li></ul><ul><li>PM has to wait for the data, or hunt for it. </li></ul><ul><li>Hard to search for, if you don’t know it exists. </li></ul>
    36. 37. Plans, Blueprints, or 3D Model
    37. 38. Plans, Blueprints, or 3D Model Schedule
    38. 39. Cost Plans, Blueprints, or 3D Model Schedule
    39. 40. Logistics or Bill of Materials Cost Plans, Blueprints, or 3D Model Schedule
    40. 41. Resources (Equipment, or Personnel) Logistics or Bill of Materials Cost Plans, Blueprints, or 3D Model Schedule
    41. 42. <ul><li>Multi source project data. </li></ul><ul><li>Network Centric Project Management (for those of you from Defence) </li></ul><ul><li>xD Project Management Modelling </li></ul>
    42. 43. <ul><li>xD Project Management Modelling </li></ul><ul><ul><li>Gathers the necessary data to show </li></ul></ul><ul><ul><ul><li>Project status </li></ul></ul></ul><ul><ul><ul><li>Model changes </li></ul></ul></ul><ul><ul><ul><li>Make faster decisions </li></ul></ul></ul><ul><ul><ul><li>Parallel deliveries </li></ul></ul></ul>
    43. 44. <ul><li>Network Centric Project Management, or </li></ul><ul><li>xD Project Management Modelling </li></ul><ul><li>21 st Century Project Management Tools </li></ul><ul><li>The future for handling large, complex projects. </li></ul>
    44. 45. RMAA Management Consultants Project Analysis – Evaluation - Triage <ul><li>RMAA is a professional consultancy organisation with offices across Australia. </li></ul><ul><li>RMAA has undertaken projects throughout Australia, United Kingdom and the USA. </li></ul><ul><li>RMAA has an exceptional reputation and track record for delivering specialist management consultancy and project management services with an outstanding portfolio of high profile projects. </li></ul><ul><li>Since RMAA was established in Melbourne in 2003, we have delivered numerous developments for our Clients across a wide range of industries covering the full spectrum of projects including commercial, retail, residential, public buildings, tourism & leisure, infrastructure, and telecommunications. </li></ul><ul><li>RMAA enjoys its position in Management Consultancy and Project Management field because of our highly experienced and dedicated team. </li></ul><ul><li>Our senior technical staff are experienced consultants who have worked on some of the region’s most significant projects. </li></ul><ul><li>Whether you need short term specialist resources or management of your entire project, we have the people with the skills to help you control your outcomes. </li></ul><ul><li>RMAA staff always provide the highest standard services to you project and corporate objectives. </li></ul>