Scope or: How to Manage Projects for Organization Success
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Scope or: How to Manage Projects for Organization Success

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Organizations rely on projects to remain competitive. Projects are the way organizations deliver and realize their executive strategies. The ability to deliver a project is the ability to compete. ...

Organizations rely on projects to remain competitive. Projects are the way organizations deliver and realize their executive strategies. The ability to deliver a project is the ability to compete. Scope kills projects and projects that are not delivered kill organizations.

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  • Presentation of data collection within the scope, plan, manage, and measure
  •  http://www.newhorizonsgso.com/pmp.htmlSource: Project Management Institute (PMI)74% of all projects fail, come in over budget or run past the original deadline90% of major IT project initiatives fail to be completed on time and on budgetA survey by KPMG, an international consulting firm, finds that globally 56% of IT projects fail is underestimating the scale of the problem. (file attached)Certus, the UK IT director forum, believes that the failure rate is closer to 90%.
  • The Project Challenge - Leaders overestimate how successful they are creating a business case for project urgency
  • The Project Challenge - Leaders overestimate how successful they are creating a business case for project urgencyCommunicate (s)(tion): 33849/Human resources: 155Objectives: 146Leadership: 31Technology: 23 Motivation: 9
  • Scope, Plan, Manage, and Measure – Project transparency relies on clear, communicated goals and an expectation
  • An organizations culture describes the part of its internal environment that incorporatesA set of assumptions, beliefs, and valuesShared by members of organizationUsed to guide their functioningWhy study organizational culture?Alignment will support organizational strategyDescribe acceptable ways to deal with changeMaking staffing decisionsSet performance criteriaSelect leadership stylesThere is both formal and informal cultureMission statements, leaders, myths and stories, rituals and ceremonies, physical arrangementThe organizational, divisional, departmental, and work team cultures can varyStakeholder interviewsSponsor interviewsProject Management OfficeKnowledge managementGAO ReportsCompeting Values Framework
  • Change is managed transition, competence will bring confidence Low level of collaboration / difficulties in meeting objectivesLimited buy-in and supportLack of employee motivation Increasing resistance to transformation and changeLack of alignment across key stakeholders and business leadersPotential conflicts due to lingering non-addressed issues and differencesOperational obstacles and delaysLack of alignment of business and critical support functionsDifficulties and misunderstandings in communication due to unclear objectives, varying expectations and competing business prioritiesEroding trust and loss of good people Loss of productivity Loss of leadership credibility Lack of accountability or empowerment with the teamsEarly results not sustainedDifficulties on implementing the transformation initiatives
  • With over twenty of years of research there are a number of assessments that have been created based on the Competing Values Framework. The Culture and Management Competency assessments have well over 100,000 data points and have been used with thousands of organizations going through culture change. A group assessment allows you to make comparisons between team members and across levels, departments, and business units. You will also be provided with a detailed assessment review, the Assessment Diagnostic Report, with the further option of receiving the Executive Summary and Recommendations, as well as senior management’s handbook on implementing these recommendations, the Individual Leadership Guidelines.Map and find disconnect, like most you can baseline, you talk about what should be continued, what should be startedAlternatively – upper right to lower right: create, collaborate, control (internal processes), competeCameron and Quinn identified four types of organizational cultureThe Clan CultureThe Adhocrary CultureThe Market CultureThe Hierarchy CultureEvaluates organizations by values ofLeadership, effectiveness, organizational theory, and Total Quality Management programsCategorizes organizations by degree ofInternal focus and integrationFlexibility and discretionExternal Focus and differentiationStability and controlMap and find disconnect, like most you can baseline, you talk about what should be continued, what should be startedCompeting Value Framework. It is a very useful model in interpreting awide variety of organisational phenomena. The authors have chosen this model for studyingorganisational culture because the Competing Value Framework is also the foundation of theOrganizational Culture Assessment Instrument (Cameron and Quinn, 2006). The last one is avery agile instrument to analyse the organisational culture in the case study research.Quinn
  • The OCAI questionnaire is made up of 6 items; each of these has 4 alternatives. Each itemanalyses one of the following aspects: dominant characteristics, organisational leadership,management of employees, organisational glue, strategic emphases, and criteria of success. The4 alternatives describe the characteristic behaviour of every type of organisational culture forevery item. The score is expressed dividing 100 point among the 4 alternatives. The alternativemost similar to the organisation is given the higher number of points for each item. This is theipsative rating scale.The Measurement Skill Assessment Instrument (MSAI) of Whetten and Cameron (2005) isthe instrument used for the analysis of competencies for managing diversity. The original MSAIhas been modified appropriately for the research about diversity. MSAI is linked with OCAI. Infact, it identifies 3 clusters of competencies, for a total of 12 clusters, for each type oforganisational culture (figure 3). The original objective of MSAI was to verify if the currentcompetencies of management were useful to shape the current organisational culture to the idealone.These competencies are very general, so they can be valid also to implement the integrationvalues. This is the reason for which, in the theoretical model, the competencies proposed by18Whetten and Cameron have been grouped into the seven individual areas in which developcompetencies for managing diversity, proposed by Cox and Beale (1997). Collett and Mora(1996) have shown in a study with about 40.000 executives in more than 8.500 enterprises thatthe instrument matches the Competing Value Framework.
  • An organizations culture describes the part of its internal environment that incorporatesA set of assumptions, beliefs, and valuesShared by members of organizationUsed to guide their functioningWhy study organizational culture?Alignment will support organizational strategyDescribe acceptable ways to deal with changeMaking staffing decisionsSet performance criteriaSelect leadership stylesThere is both formal and informal cultureMission statements, leaders, myths and stories, rituals and ceremonies, physical arrangementThe organizational, divisional, departmental, and work team cultures can varyStakeholder interviewsSponsor interviewsProject Management OfficeKnowledge managementGAO ReportsCompeting Values Framework
  • An organizations culture describes the part of its internal environment that incorporatesA set of assumptions, beliefs, and valuesShared by members of organizationUsed to guide their functioningWhy study organizational culture?Alignment will support organizational strategyDescribe acceptable ways to deal with changeMaking staffing decisionsSet performance criteriaSelect leadership stylesThere is both formal and informal cultureMission statements, leaders, myths and stories, rituals and ceremonies, physical arrangementThe organizational, divisional, departmental, and work team cultures can vary
  • The OCM team will measure the readiness of the organization (and the readiness of targeted demographics within the organization) at several points through the lifecycle of the project. We will do this through survey tools, interviews, effectiveness measurements and unsolicited feedback.The major tasks in the Change Readiness :Change Readiness Assessment: The OCM team will work with key executives as well as the corporate communications group to determine the correct dimensions to assess for Centex Homes. Then we will develop, deploy, evaluate and communicate the results to the appropriate personnel. We will issue this assessment at different times of the project for different stakeholder groups in order to measure the organization’s tolerance and readiness to change as well as measure the effectiveness of our change efforts over the lifecycle of the project.
  • Organizational Impact Assessment: This assessment is conducted once the baseline blueprint is completed. It gauges risk in terms of direct impacts to the organization around the processes in-scope. It allows the OCM team to proactively address high risk populations much earlier in the project in order to mitigate risks during go-live. These can take the form of extra training down to one-on-one meetings to explain critical processes and gather feedback from the target community.The OCM team will measure the readiness of the organization (and the readiness of targeted demographics within the organization) at several points through the lifecycle of the project. We will do this through survey tools, interviews, effectiveness measurements and unsolicited feedback.
  • View, different ways people look at information and process, as well baseline and create performance measures
  • SurveysBaselineAreas of concernFeedbackParticipation/Involvement
  • It is critical that we know who all of the affected stakeholders are and what they can contribute to (or what they may adversely affect) the project. We identify these groups and individuals who have a stake in our success (and failure) and make sure that we understand the key concerns and motivations of these audiences in order to mitigate any risks and champion our successes in the field.Stakeholder management ensures that the necessary support for change exists. Stakeholder Management will identify individuals or groups affected by and capable of influencing the change process. This assessment of stakeholders and stakeholder issues will identify the range of interests that need consideration in planning and managing the change for each work stream, as each work stream has their unique set of stakeholders and influences, in a way that generates the greatest support through awareness, communication, and feedback.The stakeholder analysis and subsequent plan will identify and address the various concerns, issues, beliefs, and expectations that stakeholders may express. Stakeholders must move from awareness to commitment to the change for the efforts to succeed. Stakeholder management is crucial to:Identify potential advocates and critics of the change.Eliminate resistance to change.Create a team atmosphere. Establish a level of trust.Create a sense of ownership for participants involved in the change.Raise the level of communication effectiveness.For highly influential individuals we need to clearly understandWhat does this individual stand to gain and lose?What is the quality of our relationship with this individual?How does this individual process information? Make decisions?Relationship owners and weekly action planning
  • For all stakeholder groups we need to clearly understandImpactsBenefitsConcerns/issuesPotential reactions (to current/planned project activity)Accountability and actionsThe steps involved in Stakeholder Planning & Execution are:Identify all key stakeholders and conduct interviews (as required)Conduct analysisDevelop plan to manage stakeholdersImplement initial set of actions
  • For all stakeholder groups we need to clearly understandImpactsBenefitsConcerns/issuesPotential reactions (to current/planned project activity)Accountability and actionsThe steps involved in Stakeholder Planning & Execution are:Identify all key stakeholders and conduct interviews (as required)Conduct analysisDevelop plan to manage stakeholdersImplement initial set of actions
  • For all stakeholder groups we need to clearly understandImpactsBenefitsConcerns/issuesPotential reactions (to current/planned project activity)Accountability and actionsThe steps involved in Stakeholder Planning & Execution are:Identify all key stakeholders and conduct interviews (as required)Conduct analysisDevelop plan to manage stakeholdersImplement initial set of actions
  • Map, view, discuss, and manage performance expectations
  • There are many reasons why communication is important for the change effort, a few of these include:People need information to make change happen.Without good information, people make it up.Lack of information breeds uncertainty…and anxiety.Anxiety interferes with focus and productivity.People assume their managers “know”.Information-sharing gives people a sense of belonging.People work harder for organizations they feel a part of.Communication stimulates new ways of thinking.Honest, timely communication enhances credibility.With good communication, people will rely on the company (vs. the grapevine or the press) for accurate, up-to-date information. 
  • Where is the schedule, budget, and resources built from?Who built the work packages?
  • Where is the schedule, budget, and resources built from?Who built the work packages?Estimating should be done by the person who will do the workWBSActivity sequenceNetwork diagramResource requirementsTime and cost estimatesCritical path dependenciesSchedule developmentBudget developmentIt all hinges on a) the WBS
  • What is bait and switch?Who is available when the project starts – ever get promised a resource and then not have them available? Or has to reduce their commitment from fulltime to part time?Can you control when the client, the prime, or the sub-contractor replaces one of your team?Or when the planned resources leaveThe power of EVM
  • What happens when you replace a person who scoped the WBS and has 15 years experience, with someone who has 5?
  • Here is where your job as a business partner mattersEven if there is no change from the sponsors with your information, the impact should be noted on the risk register and make sure it is duly noted in the closing and project management artifacts
  • The rate of the SME projected on the WBS isThe rate of the replacement isThe effort hours of the SME to produce the work packageThe effort hours of the replacement
  • The rate of the SME projected on the WBS isThe rate of the replacement isThe effort hours of the SME to produce the work packageThe effort hours of the replacement
  • Now we move into managing the most important resource variability once the project is underway: the peopleYour job is the conductor – convey the vision, own the direction, honor the skills and abilities you need and don’t have, inspire, cultivate, communicate, and take responsibility
  • Individuals have motivations, it is unlikely a team will ever share the same motivation
  • MOTIVATION: Something that energizes, direct, and sustains behaviors. The following are traits of human nature: To be curious To be active To initiate thought and behaviorTo make meaning from experienceTo be effective at what we valueINTRINSIC MOTIVATION: Internal desires to perform a particular task, people do             Certain activities because it gives them pleasure, develops a particular skill, or             It’s morally the right thing to do. Intrinsic motivation occurs when the learning activity and the learning environment elicit motivation in the student.We do not motivate students but rather create, through our teaching, opportunities that can evoke motivation in students.The following help to create intrinsic motivation:When the goals and rewards of the learning are meaningful to the learnerWhen the learning is important to the studentWhen the learning assists the learner in obtaining valued accomplishmentsWhen the learning assists the learners in integrating themselves with the world, with others, and promotes self-awarenessEXTRINSIC MOTIVATION: Factors external to the individual and unrelated to the             Task they are performing.  Examples include money, good grades, and other             Rewards.  ·        Intrinsically motivated students are bound to do much better in classroom activities, because they are willing and eager to learn new material.  Their learning experience is more meaningful, and they go deeper into the subject to fully understand it.  On the other hand, extrinsically motivated students may have to be bribed to perform the same tasks. ·        How can we motivate students intrinsically?
  • A theorists by the name of Abraham Maslow, has concluded that before we can be intrinsically motivated we must first satisfy some more basic human needs.  According to Maslow there are five basic levels of human needs. 1.      Physiological needs.  We are motivated to satisfy needs that ensure our physical survival.  Needs in this group include food, water, air, shelter, clothing and sex.  Most people have satisfied their physiological needs allowing them to concentrate on higher level needs.  For some though, physiological needs are dominant and are the biggest needs in their lives.  2.      Safety needs.  Once physiological needs are met one can concentrate on bringing safety and security to our lives.  Safety and security needs include, order, stability, routine, familiarity, control over one’s life and environment, certainty and health.  3.      Social needs or love and belonging needs.  These needs include love, affection, belonging and acceptance.  People look for these needs in relationships with other people and are motivated for these needs by the love from their families. 4.      Esteem needs.  All people have a need for stable, firmly based, usually high evaluation of themselves for self-respect or self-esteem and for the esteem of others.  These needs may therefore be classified into two subsidiary sets.  These are, first, the desire for strength, achievement, adequacy, mastery of competence, confidence, independence and freedom.  Second, we have what we call the desire for reputation or prestige (defining it as respect from other people), status, fame, glory, dominance, importance, recognition, dignity or appreciation.  5.      Need for self-actualization.  This level of hierarchy is concentrated on an individual being able to reach their full potential a human being.  Once someone has satisfied the first four levels of needs then they have the ability to concentrate on functioning to their highest potential.  But even if all these needs are satisfied, we may often still expect that a new discontent and restlessness will soon develop, unless the individual is doing what they are fitted for.  Musicians must play music, artists must paint if they are to be at peace with themselves.  What humans can be, they must be.  They must be true to their own nature.
  • The Motivation to WorkHerzberg reasoned that because the factors causing satisfaction are different from those causing dissatisfaction, the two feelings cannot simply be treated as opposites of one another. The opposite of satisfaction is not dissatisfaction, but rather, no satisfaction. Similarly, the opposite of dissatisfaction is no dissatisfaction.Achievement without recognitionRecognition to last it has to be attached to achievementWhile at first glance this distinction between the two opposites may sound like a play on words, Herzberg argued that there are two distinct human needs portrayed. First, there are physiological needs that can be fulfilled by money, for example, to purchase food and shelter. Second, there is the psychological need to achieve and grow, and this need is fulfilled by activities that cause one to grow.
  • Point 1 and opportunity to develop or mentorPoint 2 Build this with both the team member and the rating official responsibleReminder that communication most effective point of is from your direct managerThe art of possibility – have each person and team write how they will succeed
  • Teams are expected to perform with little ramp up and at times little even without meeting Forming, storming, norming, performingPoint 2 – opportunity for mentoring or to learn build skills and cross-training and backupMake meetings about risk identification and knowledge management (build expectations that people are doing their jobs and their roles)
  • Why are milestones important?1. Sponsor milestones 2. For team, group, and individual level3. Use to communicate progress and provide feedback, coaching, and tangible adjustments (the risk portion), review progress towards art of possibilityCommunicate a highlight of progress for each team member – make it earnest and genuine, communicate verbally and follow up in with email (social media)Here it is, are you happy, sign off
  • Here it is, are you happy, sign offReview performance: skills shown, skills developedCommunicate a highlight of progress for each team member – make it earnest and genuine, communicate verbally and follow up in with email (social media)

Scope or: How to Manage Projects for Organization Success Scope or: How to Manage Projects for Organization Success Presentation Transcript

  • Scope or: How to Manage Projects for Organization Success Change Management as a Project Promise Toby Elwin PMP, SCA! SCA = Special Change Agent !
  • Outline ! $ The Project Challenge! Scope, Plan, Manage, and Measure!$! Change Business Case! 3!
  • 1.  The Project Challenge! •  Realities of change •  PMBOK 4.0 •  People, Process, Technology2.  Scope, Plan, Manage, and Measure!3.  Change Business Case! $! $ 4!
  • The Project Challenge!•  Realities of change! •  Resistance and inadequate sponsorship are common reasons that projects fail to deliver•  PMBOK 4.0! desired results! •  Leaders underestimate how hard it is to drive•  People, Process, people from a known comfort zone – no matter how desirable the future seems! Technology! •  Whether the starting point is a crisis or an opportunity, the challenge remains that a project changes the way employees, customers, and investors perceive, experience, or cope with the project change! •  Even if the future reality is clear and compelling and better than today, the project also has to be framed as necessary or even inevitable! $! $ 5!
  • The Project Challenge!•  Realities of change! •  Project Management identifies requirements to address various needs, concerns, and•  PMBOK 4.0 – The Project expectations of the stakeholders as the Management Book of Knowledge, # project is planned and carried out.  ! The Project Management Institute! •  Project management balances organization and project constraints included, but not limited to:  scope, quality, schedule, budget,•  People, Process, resources, and risk.! Technology! •  The latest version of Project Management Institute’s PMBOK 4.0 indexes the following words:! §  project 6,030 times, ! §  process 1,845, ! §  change 760, ! §  results 234, and ! §  people 49 times -- a people to process ratio of 1:123? ! $! $ 6!
  • The Project Challenge - People rely on frameworks to make sense oftheir world#! •  Change disrupts patterns and transition presents confusion, both create desire to revert•  Realities of change! to what is known! •  Scope presents a map and the compass•  PMBOK 4.0! bearings for change. To manage change, you first need to manage scope.!•  People, Process, •  A project may make all the business sense in the world, but people are emotional and Technology! emotions impact decision-making! •  Projects present interpretation along 3 spectrums:! 1.  personal case vs. business case! 2.  emotional vs. rational! 3.  qualitative vs. quantitative! •  It takes people to deliver a project, execute a process, manage change, and deliver results, a dramatic shift from a 1:178 people to process ratio! $! $ 7!
  • The Project Challenge – Organizations should only choose projects that deliver to their executive strategy! Resistance by Employees 82% Projects fail at an alarming rate! 72% •  74% of all projects fail, come in Inadequate Sponsorship over budget or run past the Unrealistic Expectations 65% original deadline! Poor Project Management 54% •  90% of major IT project initiatives fail to be completed on time and Business Case not Compelling 46% on budget! Project Team Lacked Skills 44% •  A survey by KPMG, an Survey asked international consulting firm, for top reasons, Scope Expansion / Uncertainty 44% results are finds globally that 56% of IT greater than projects fail is underestimating No Organizational Change Plan 43% 100%,! the scale of the problem!Silos/No Horizontal Process View 41% •  Certus, the UK IT director forum, believes that the failure rate of IT IT Perspective not Integrated 36% projects is closer to 90%.! 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% Source: Deloitte CIO Survey % of Firms $! $ 8!
  • Scope, Plan, Manage, and Measure – Project transparency relies onclear, communicated goals and clear expectations#!1.  The Project Challenge! •  Projects should all be evaluated with the same criteria capital expenditures are2.  Scope, Plan, Manage, and# planned and with the same comparison:! •  Net present value! Measure! •  Discounted cash flow! Scope needs to be carefully defined and " •  Internal rate of return, etc..! managed as different people have different" •  Projects in the planning phase that needs, it is crucial to understand the impact" present quantitative data and clear goals a project may have and to understand" decrease the perception that they are pet projects driven by personality, not the voice of the customer at all levels! business! •  The project should be measured against initial baselines goals for trend analysis and gap analysis ! •  Create dialogue around a project supported by a business case rationale with quantitative support, not a project that is a personality driven with emotional or qualitative criteria!3.  Change Business Case! $! $ 9!
  • Scope, Plan, Manage, and Measure – Defining and managing scopethroughout the project is a project’s key success factor!1.  The Project Challenge!2.  Scope, Plan, Manage, and Measure! The following tools identify, assess, quantify, and qualify project scope:! •  Organizational Process Assets! •  Enterprise Environment Factors! •  Change Readiness! •  Impact Analysis! •  Stakeholder Analysis! •  Communication Plan! •  Risk Register!3.  Change Business Case! $! $ 10!
  • Scope, plan, manage, and measure - The proper assessment of organization cultureand project stakeholders will provide the most accurate project scope!•  Organizational Process 1.  Look at past project key Assets (Knowledge success factors! Management)! 2.  Identify pitfalls!•  Enterprise Environment Factors (Culture)! 3.  Find power brokers!•  Change Readiness! 4.  Look for tools already•  Impact Analysis! accepted and leverage•  Stakeholder Assessment! their familiarity!•  Communications! 5.  Acknowledge•  Risk Register! organization accomplishment! ! $! $ 11!
  • There is a natural productivity dip as you, the team, and the organization manage theirrole and the uncertainty of change. ##! Organization Momentum !  It is the right Early !  What s this? thing to do !  Our company is Commitment awareness !  We will taking a big step succeed DENIAL COMMITMENT Denial and !  To what extent will it affect I think I can figure uncertainty me? Adaptation out how to live with !  How can I get all this done? it !  Does this make sense? Productivity Baseline Fear and !  Same job, less !  Maybe, I should learn more about it Testing and !  The train is leaving, I better get on resistance money! acceptance !  I don t trust those !  It s difficult, but we can do it guys! RESISTANCE EXPLORATION I ll do what is Withdrawal necessary to survive Paralysis I can t act any This is not more with all this Departure something I want uncertainty to be a part of Time $! $ 12!
  • Change is managed transition, it is important to manage the project and operations at or above the productivity baseline - competence will bring confidence!Factors that will sabotage productivity!1. Low level of collaboration / difficulties in Organization Momentummeeting objectives! Early !  What s this? !  It is the right thing to do !  Our company is Commitment awareness !  We will §  Limited buy-in and support! taking a big step succeed §  Lack of employee motivation ! DENIAL COMMITMENT §  Increasing resistance to transformation and change! §  Lack of alignment across key stakeholders and Denial and !  To what extent will it affect I think I can figure uncertainty me? Adaptation out how to live with business leaders! !  How can I get all this done? it §  Potential conflicts due to lingering non-addressed !  Does this make sense? issues and differences! Productivity Baseline2. Operational obstacles and delays! Fear and !  Same job, less Testing and !  Maybe, I should learn more about it resistance money! acceptance !  The train is leaving, I better get on !  I don t trust those !  It s difficult, but we can do it §  Lack of alignment of business and critical support guys! functions! §  Difficulties and misunderstandings in RESISTANCE EXPLORATION communication due to unclear objectives, varying I ll do what is expectations and competing business priorities! Paralysis Withdrawal necessary to survive §  Eroding trust and loss of good people ! This is not §  Loss of productivity ! I can t act any more with all this something I want Departure uncertainty to be a part of3. Loss of leadership credibility ! Time §  Lack of accountability or empowerment with the teams! §  Early results not sustained! §  Difficulties on implementing the transformation initiatives!! $! $ 13!
  • An organization’s culture and leadership style review provides and a look at tradition areas of concern, to avoid, or success factors, to replicate.# # !The Competing ValuesFramework:!! 1.  Identifies 4 types of organizational culture:! •  Ad Hoc, ! •  Clan, ! •  Hierarchy, and ! •  Market! 2.  Evaluates organizations by values of leadership, effectiveness, organizational theory, and Total Quality Management programs! 3.  Categorizes organizations by degree of:! •  Internal focus and integration! •  Flexibility and discretion! •  External Focus and differentiation! •  Stability and control! $! $ 14!
  • Sample Competing Values Plotted! Founder / CFO / Executive Executive Team! Team! CEO / Executive Director of Team! Marketing! $! $ 15!
  • Scope, Plan, Manage, and Measure – Defining and managing scopethroughout the project is a project’s key success factor!1.  The Project Challenge!2.  Scope, Plan, Manage, •  Organizational Process and Measure! Assets •  Enterprise Environment Factors •  Change Readiness •  Impact Analysis •  Stakeholder Analysis •  Communication Plan •  Risk Register3.  Change Business Case! $! $ 16!
  • Plan, manage, and measure!•  Organizational Process 1.  Look at past project key Assets! success factors!•  Enterprise Environment 2.  Identify pitfalls! Factors! 3.  Find power brokers!•  Change Readiness!•  Impact Analysis! 4.  Look for tools already•  Stakeholder Assessment! accepted and leverage their familiarity!•  Communications!•  Risk Register! 5.  Acknowledge organization accomplishment! ! $! $ 17!
  • Plan, manage, and measure!•  Organizational Process 1.  Assess the level of readiness! Assets! 2.  Measure the gap between the•  Enterprise Environment current level of readiness and Factors! the needed level for each•  Change Readiness! stakeholder group!•  Impact Analysis! 3.  Prioritize where intervention•  Stakeholder Assessment! is required!•  Communications! 4.  Identify key issues for each•  Risk Register! stakeholder group! 5.  Begin to develop tactical recommendations to bridge gap in readiness levels and address key issues! $! $ 18!
  • Change readiness survey sample (1 of 2)! Strongly Neither Strongly Agree Agree nor Disagree Agree Disagree Disagree 1. I understand why [insert company name] will implement [any example: technology, etc…]. 2. I believe that [INSERT COMPANY NAME] must implement [any example: technology, etc...]. 3. The goals of the [any example: technology, etc...] program have been clearly communicated to me. 4. I have communicated the goals of the [any example: technology, etc...] program to my team or colleagues. 5. I believe that the long-term benefits of [any example: technology, etc...] outweigh any short-term disruption to standard operating procedures. 6. I believe [INSERT COMPANY NAME] senior management effectively communicate the vision for [INSERT COMPANY NAME] 7. I believe [INSERT COMPANY NAME] senior management effectively communicate the vision for [INSERT COMPANY NAME] 8. I believe that the [any example: technology, etc...] is a necessary component to achieve the [INSERT COMPANY NAME] vision. 9. I believe we have the people and process currently in place to achieve the vision of the organization. $! $ 19!
  • Change readiness survey sample (2 of 2)! 1. Current Culture Dominant Authoritarian Self-governed Participatory Team-Oriented Democratic Management Preferred Culture Philosophy Authoritarian Self-governed Participatory Team-Oriented Democratic 2. Current Culture Common Consistent Differentiated Divergent Disparate Degree Processes are Standardized Preferred Culture Common Consistent Differentiated Divergent Disparate 3. Current Culture Individual Only Mostly Individual Mostly Team Team Only Individual and Team Reward Behaviors Preferred Culture Individual Only Mostly Individual Mostly Team Team Only Individual and Team 4. Current Culture Up or Out Performance Standard Subjective Job for Life Adaptive Performance Performance Career Progression Preferred Culture Up or Out Performance Standard Subjective Job for Life Adaptive Performance Performance 5. Current Culture Base Base + Reward Balanced High Incentive All Incentive Compensation Method for Reward and Incentive Preferred Culture Base Base + Reward Balanced High Incentive All Incentive Compensation $! $ 20!
  • Change readiness survey sample data $! $ 21!
  • Scope, plan, manage, and measure!•  Organizational Process Assets!•  Enterprise Environment Factors!•  Change Readiness! 1.  Investigate the impact to•  Impact Analysis! internal and external•  Stakeholder Assessment! stakeholders!•  Communications! 2.  Identify stakeholders!•  Risk Register! 3.  Improve communication! ! $! $ 22!
  • Impact strategy development! Understand Understand Assess Internal Context Sponsor Goals & Strategic Context - Stakeholders & Expectations! & Intent! Technology! Identify Impact Focus Groups - Interviews and conversations with key personnel - Drawing on past experiences and Issues! knowledge - Project team discussions ! ! Categorize The departments affected are identified (i.e., HR, Communications, CIS etc.). - Employee positions Areas Of affected are then ascertained. - Following, classification of the impact issue is by business area ! Impact! Prioritize Frequency (i.e. how often) - Criticality (extent to which the impact threatens project success) - Impacts! Complexity - Time Involved - Number of Business Areas Impacted - Position Impacted - Difficulty of ! Implementation ! After prioritizing the impacts, highest priorities are addressed first. The focus is to address and Develop Impact minimize negative results of change and typically done during team meetings to ensure that the strategy Strategy! will incorporate a diverse perspective. Those issues with high degrees of impact are addressed first and ! given more time, energy and focus. ! ! Implement! After impact strategy development, the strategy is reviewed with the project sponsor. Findings should be ! factored into the project scope and project constraints.! !Source: Deloitte Consulting! $! $ 23!
  • Introduction of templates and legend to review templates! Template name and full view! Template section drilldown! Template # Section enlarged! $! $ 24!
  • Impact analysis sample template 1! Communication Principles ! Communication Objectives ! •  Increase awareness of how the program helps the organization meet its mission challenges today and•  All managers and leaders are message champions ! will help in the future!•  Communicate consistently across and within •  Prepare users for changes! stakeholder groups! •  Educate stakeholders about the method of•  Tailor communication to the interests of each delivering capabilities! audience! •  Involve stakeholders in planning for changes in•  Use proven delivery methods that have been people, process and technology; get their feedback successful in the past, while taking advantage of on the process; and gain ! innovative new processes ! •  their buy-in!•  Involve stakeholders in program decision making! •  Inform external oversight bodies and gain their•  Actively solicit, listen and respond to customer support! feedback ! •  Share the project’s progress and celebrate its successes! $! $ 25!
  • Impact analysis sample template 1 of 3! $! $ 26!
  • Impact analysis sample template 2 of 3! $! $ 27!
  • Impact analysis sample template 3 of 3! $! $ 28!
  • Plan, manage, and measure!•  Organizational Process Assets!•  Enterprise Environment 1.  Identify potential Factors! advocates and critics of the•  Change Readiness! change!•  Impact Analysis! 2.  Eliminate resistance to•  Stakeholder Assessment! change! 3.  Create a team atmosphere !•  Communications! 4.  Establish a level of trust!•  Risk Register! 5.  Create a sense of ownership for participants involved in the change! 6.  Raise the level of communication effectiveness! $! $ 29!
  • Stakeholder assessment sample 1 of 3 ! Stakeholder Analysis When does this stakeholder Predisposition Motivation, Drivers, Expectations of Stakeholder ManagementName or Group Role need to be involved in the Who Delivers When due Status Exchange Activities change effort? - 0 + ++ X X X X X X X X X X Communication Principles X X ! Communication Objectives ! X X X •  Increase awareness of how the program helps the X organization meet its mission challenges today and •  All managers and 0 + ++ are message champions ! Disposition sum - leaders will help in the future! •  Communicate consistently across and within 4 3 6 3 •  Prepare users for changes! stakeholder groups! •  Educate stakeholders about the method of •  Tailor communication to the interests of each delivering capabilities! audience! •  Involve stakeholders in planning for changes in •  Use proven delivery methods that have been people, process and technology; get their feedback successful in the past, while taking advantage of on the process; and gain ! innovative new processes ! •  their buy-in! •  Involve stakeholders in program decision making! •  Inform external oversight bodies and gain their •  Actively solicit, listen and respond to customer support! feedback ! •  Share the project’s progress and celebrate its successes! $! $ 30!
  • Stakeholder assessment sample 2 of 3! Stakeholder Analysis When does this stakeholder Motivation, Drivers, Expectations of Stakehol Name or Group Role Predisposition need to be involved in the Exchange A change effort? - 0 + ++ Plot these X individually on X a 4 X 4 matrix X X (see slide 24)! X X X X X X X Use this to make X your sponsors X and your team X aware of the ! X X - 0 + ++ Disposition sum $! $ 4 3 6 3 31!
  • Stakeholder assessment sample 3 of 3! Stakeholder Analysis When does this stakeholderion Motivation, Drivers, Expectations of Stakeholder Management need to be involved in the Who Delivers When due Status Exchange Activities change effort? $! $ 32!
  • o ++ S Division Section Leads Mel Dere Derek AlCommissioner len (DISC) Patti Foster OA DMS Food Systems SMEs DISC Bob Haness $! Commissioner SCRIPattiSMEs BE Foster $ Derek Allen (DISC) Michael Nail ++ o ++ Joe Caifero Patti Foster + Derek Allen (DISC) 33! o ++ Support DMS Food Systems SMEs SCRIBE SMEs Michael Nail Commissioner ++ Derek Allen (DISC) X 3 DMS Food Systems SMEs SCRIBE SMEs DMS Food Systems SMEs OA PattiBob Haness Foster Michael Nail Derek Allen (DISC) OA DISCX X SCRIBE SMEs + 6 Michael Nail Michael Nail SCRIBE SMEs Joe Caifero SCRIBE SMEs OA Bob Haness Melanie White Melanie White OA 0 3 -o ++ Bob Haness Joe Caifero DISC Melanie White Joe Caifero Support OA +- Bob Haness X 4 DISC Melanie White - DISC Melanie White + Division Section Leads Joe Caifero Division Section Leads - + DISC Melanie White DMS Food Systems SMEs - + Influence Bob Haness Bob Haness Commissioner Disposition sum Influence OTIS SMEs Derek Allen (DISC) o Derek Allen (DISC) ++ Influence Commissioner Division Section Leads Joe Caifero ++ +- Joe Caifero Patti Foster Influence Patti Foster + OTIS SMEs Michael Nail OTIS SMEs Patti Foster OTIS SMEs Division Section Leads Division Section Leads Division Section Leads Derek Allen (DISC) DMS Food Systems SMEs o ++ SCRIBE SMEs Stakeholder management visual plot! OTIS SMEs Michael Nail OA DISC Support OA DISC DMS Food Systems SMEs Support Commissioner o Support - Support Derek Allen (DISC) DMS Food Systems SMEs Michael Nail Support SCRIBE SMEs OA Bob Haness Support Joe Caifero Michael Nail OTIS SMEs Michael Nail OA Influence Bob Haness DISC Melanie White - + Joe Caifero DISC DMS Food Systems SMEs Melanie White compute not have corrupte displaye DMS Food Systems SMEs memory to open enough d. Your Restart cannot image, image image or the r may - + been have your may Commissioner The the Commissioner be d. o o - - Influence Influence OTIS SMEs OTIS SMEs Division Section Leads Division Section Leads OTIS SMEs OTIS SMEs Influence Support Influence Influence Support
  • Plan, manage, and measure!•  Organizational Process Assets! 1.  Without good information, people•  Enterprise Environment make it up! Factors! 2.  Lack of information breeds uncertainty…and anxiety!•  Change Readiness! 3.  Anxiety interferes with focus and•  Impact Analysis! productivity!•  Stakeholder Assessment! 4.  People work harder for•  Communications! organizations they feel a part of!•  Risk Register! 5.  Communication stimulates new ways of thinking! 6.  Communication is about ensuring the right messages are conveyed to the right stakeholders through the right mechanisms in real time.! $! $ 34!
  • Communication will increase business’ understanding, ownership and acceptance of the change Understanding/ Training/ Implementation/ Awareness ! Follow up! Involvement! Acceptance! Transition!•  What is the •  How will the •  How does the •  How will the •  How are the transformation changes impact change/process/ changes be customers about?! me and job?! technology work?! implemented?! adapting•  Why is there a •  What are my new •  How will the •  Who can I call if I throughout the need for it?! roles and changes help me?! have problems?! transition•  What major responsibilities?! •  What are my new •  When will the process?! changes will •  How can I responsibilities? ! changes be •  What occur?! influence the •  What support implemented? ! communications•  How will my changes?! will I have after channels are organization be •  What new training?! working/not different?! functionalities will •  Who are the working?!•  What does it be provided?! primary points of •  What kind of mean to end •  How will the contact! concerns do the users?! current processes •  Who can answer customers have?!•  What is the change?! my questions? ! •  What are the timeline for •  How will the lessons learned? ! significant progress be events? ! measured and reported?! •  Where do I go to find more information? ! $! $ 35!
  • Communications plan sample 1! General Information Timing Messaging Communication Roles Communication Status Name of Location of Audience Audience Delivery Project Communication Objectives Content Reviewer Key AdditionalProject Team Workstream Communication Frequency Target Date(s) Key Messages Content Developer Status Status Notes Communication Category Description Channel Phase (Commitment Curve) & Approver Communicators Notes Event Documents Communication Principles ! Communication Objectives ! •  Increase awareness of how the program helps the organization meet its mission challenges today and •  All managers and leaders are message champions ! will help in the future! •  Communicate consistently across and within •  Prepare users for changes! stakeholder groups! •  Educate stakeholders about the method of •  Tailor communication to the interests of each delivering capabilities! audience! •  Involve stakeholders in planning for changes in •  Use proven delivery methods that have been people, process and technology; get their feedback successful in the past, while taking advantage of on the process; and gain ! innovative new processes ! •  their buy-in! •  Involve stakeholders in program decision making! •  Inform external oversight bodies and gain their •  Actively solicit, listen and respond to customer support! feedback ! •  Share the project’s progress and celebrate its successes! $! $ 36!
  • Communications plan sample 1 of 4! General Information Name of Audience Audience Deliver Project Team Workstream Communication Category Description Chann Event $! $ 37!
  • Communications plan sample 2 of 4! Timing Messagingience Delivery Project Communication Objectives Frequency Target Date(s)iption Channel Phase (Commitment Curve) $! $ 38!
  • Communications plan sample 3 of 4!g Communication Roles jectives Content Reviewer Key Additional Key Messages Content Developerurve) & Approver Communicators Notes $! $ 39!
  • Communications plan sample 4 of 4! Communication Status Location of Key Additional Status Status Notes CommunicationCommunicators Notes Documents $! $ 40!
  • Communications plan sample 2#! Project Management Team Communications Frequency Activity Purpose Prepare Participate or Review Weekly Conduct Project Team (DT) Meeting Planning session for DT MT MT, DT Develop meeting minutes Verify/develop project/archive old news, Communication Lead --- Weekly new news, and actions MONDAY Develop Advisory Team (AT) talking points Provide relevant project activity summary Communication Lead MT Weekly and information requests for AT members to discuss with Sponsors Update project plan Update project plan with work performed Communication Lead MT Weekly and any changes to tasks 1st and 3rd Update AT on project progress, obtain Tuesdays of every Conduct AT Meeting Communication Lead, MT AT, MT, DT input, identify and resolve issues TUESDAY month (TBD) Update Project Leadership on project Bi-weekly Develop Client Status Report Communication Lead MT progress and identify issues/risks Bi-weekly Deliver Client Status Report --- --- MT WEDNESDAY Conduct Client Status Meeting (Project Update Project Leadership on project MT Project Leadership, MT Weekly Leadership) progress, obtain input, identify and resolve issues Based on AT input, coordinate Weekly Collect AT information and follow-on actions Communications Lead Communications Lead suggestions or communications Collect client feedback, information, follow- THURSDAY Bi-weekly Output of bi-weekly client meeting Communications Lead Communications Lead on actions Develop project team next-step (for following From bi-weekly client meeting update Bi-weekly MT MT, Communications Lead week) action reports or modify based on client meeting Develop project team next-step (for following Create team action reports MT MT, Communications Lead Weekly week) action reports Collect status progress reports from team leads Collect information from team leads to Communications Lead Communications Lead Weekly harmonize project modifications and develop team communication Update client status report Boutelle calls Gaddy to give project update Communications Lead Communications Lead to Weekly provide talking points; Sponsor, AT AT and Sponsor touch point Goldstein calls Ford to give project update Communications Lead Communications Lead to Weekly FRIDAY provide talking points; AT Project Leadership touch point Richardson catches up with Argodale and Communications Lead Communications Lead to Weekly Bonta provide talking points; AT lead calls Sponsor Debrief/document client feedback or action steps Verify/develop project/archive old news, Communications Lead MT, Communications Lead Weekly from client meeting new news, and actions Follow-on actions from client meeting Verify/develop project/archive old news, Communications Lead MT, Communications Lead Weekly new news, and actions Develop meeting agenda Coordinate communication from the week Communications Lead MT, Communications Lead Weekly and develop Mondays agenda 2nd Tuesday of Executive Briefing Summary briefings for Sponsors and Project MT, Communications Lead Sponsors, Project Leadership, each month - April Leadership to present status and gather MT MONTHLY 11, May 9, June 13, feedback July 11 (TBD) GROUPS Advisory Team (AT) $! $ Management Team Project Team (DT) Sponsors Project Leadership 41!
  • Plan, manage, and measure!•  Organizational Process Assets!•  Enterprise Environment Factors!•  Change Readiness! 1.  Decide how you will identify and manage risk !•  Impact Analysis! 2.  Determine ratings, escalation,•  Stakeholder Assessment! and resolution!•  Communications! 3.  Identify risk stakeholder•  Risk Register! impact! 4.  Understand probability! 5.  Do not use this as a checklist! $! $ 42!
  • Risk register ! Risk Assessment Functional Risk Category Risk ID System ID Risk Event Potential Impact Occurrence Probability Impact Rating Risk Response Strategy Description Group Operational - risk is directly related to Your assessment of the event’s adverse effects There are four risk response This is the functional the project or program’s scope and A discrete occurrence that may Brief statement describing (i.e., scope, schedule, budget, etc.) if the risk options: Describe what your plan is in the event the team name, i.e., R&D, schedule User defined number. affect the project for better or what would happen if the High - It is probably going to happen. event triggers. User defined Avoid risk triggers. What are you going to do in Accounting & Technical - risk impacts the deal / May or may not be worse. Risk is thought to have risk event triggered. Medium - There is a 50 / 50 chance of it happening. Three choices: number. Transfer relationship to your risk response (i.e., Controlling, Sales and contract used. negative impact. Briefly describe What would the adverse Low - Little to no likelihood it will happen. High - Severe project effect(s). Mitigate avoid, transfer, mitigate, or accept). Marketing. Other - all inclusive. Not covered by what the risk looks like. effect(s) look like? Medium - Moderate project effect(s). Accept the above. Low - Limited project effect. Prepare and validate customs documents prior MSC Operational MSC-1 Customs issues (import/export) Shipping delays Low High Mitigate to Day 1 No direct materials for MSC Technical MSC-2 Not able to issue POs Low Low Mitigate Manual work-around production Payments to Client X instead of IT working on a solution. Accounting working MSC Operational MSC-3 Incorrect customer payments High Medium Avoid / Transfer Acquirer X on a reconciliation process Cannot clear all in-transits before MSC Operational MSC-4 Inventory in-transit on Day 1 High Medium Transfer Accounting responsibility Day 1 Inventory adjustments posted Accounting will make necessary reconciliation MSC Operational MSC-5 Do not complete PI before 12/30 Medium Low Accept in next fiscal year entries MSC Technical MSC-6 Not able to ship product No shipping Low High Mitigate System testing Failed labor negotiations at No union agreement for Employees work w/o a contract or under MSC Operational MSC-7 Medium High Mitigate Location D St. employees at Location D Client X contract via TSA Disruptions to "steady state" Build inventory before Day 1. Stage shipments MSC Operational MSC-8 Backorders, late deliveries, etc. High Medium Mitigate Communication Objectives ! product flows before Jan 2 MSC MSC Communication Principles Technical Technical ! MSC-9 MSC-10 EFD formatting or printing issues Systems not ready for data transfers before Day 1 Not able to ship, export, or import Delays in transferring orders and other data Low Medium Medium - could prevent shipping Medium -shipping/receiving delays Mitigate Mitigate Testing EFDs before Day 1 Prioritize order conversions if delays Last minute changes to country MSC Operational / Technical MSC-11 Incorrect shipping settings Medium Medium Accept Be ready to react to any changes closing dates •  Increase awareness of how the program helps the organization meet its mission challenges today and•  All managers and leaders are message champions ! will help in the future!•  Communicate consistently across and within •  Prepare users for changes! stakeholder groups! •  Educate stakeholders about the method of•  Tailor communication to the interests of each delivering capabilities! audience! •  Involve stakeholders in planning for changes in•  Use proven delivery methods that have been people, process and technology; get their feedback successful in the past, while taking advantage of on the process; and gain ! innovative new processes ! •  their buy-in!•  Involve stakeholders in program decision making! •  Inform external oversight bodies and gain their•  Actively solicit, listen and respond to customer support! feedback ! •  Share the project’s progress and celebrate its successes! $! $ 43!
  • Risk register 1 of 3! Functional Risk Category Risk ID System ID Risk Event Potentia Group Operational - risk is directly related to This is the functional the project or program’s scope and A discrete occurrence that may Brief stateme team name, i.e., R&D, schedule User defined number. affect the project for better or what would User defined Accounting & Technical - risk impacts the deal / May or may not be worse. Risk is thought to have risk event number. Controlling, Sales and contract used. negative impact. Briefly describe What would Marketing. Other - all inclusive. Not covered by what the risk looks like. effect(s) the above. MSC Operational MSC-1 Customs issues (import/export) Shipping delay No direct mater MSC Technical MSC-2 Not able to issue POs production Payments to Cl MSC Operational MSC-3 Incorrect customer payments Acquirer X Cannot clear all in-transits before MSC Operational MSC-4 Inventory in-tra Day 1 Inventory adjus MSC Operational MSC-5 Do not complete PI before 12/30 in next fiscal ye MSC Technical MSC-6 Not able to ship product Failed labor negotiations at $! $ No shipping No union agree MSC Operational MSC-7 Location D St. employees at Lo 44! Disruptions to "steady state" MSC Operational MSC-8 Backorders, late product flows Not able to ship MSC Technical MSC-9 EFD formatting or printing issues import Systems not ready for data Delays in transf
  • Risk register 2 of 3! Risk Assessment System ID Risk Event Potential Impact Occurrence Probability Impact Rating Your assessment of the event’s adverse effec A discrete occurrence that may Brief statement describing (i.e., scope, schedule, budget, etc.) if the risk User defined number. affect the project for better or what would happen if the High - It is probably going to happen. event triggers.d May or may not be worse. Risk is thought to have risk event triggered. Medium - There is a 50 / 50 chance of it happening. Three choices: used. negative impact. Briefly describe What would the adverse Low - Little to no likelihood it will happen. High - Severe project effect(s). what the risk looks like. effect(s) look like? Medium - Moderate project effect(s). Low - Limited project effect. Customs issues (import/export) Shipping delays Low High No direct materials for Not able to issue POs Low Low production Payments to Client X instead of Incorrect customer payments High Medium Acquirer X Cannot clear all in-transits before Inventory in-transit on Day 1 High Medium Day 1 Inventory adjustments posted Do not complete PI before 12/30 Medium Low in next fiscal year Not able to ship product Failed labor negotiations at Location D St. No shipping No union agreement for employees at Location D Low Medium High High $! $ Disruptions to "steady state" product flows Backorders, late deliveries, etc. High Medium 45! Not able to ship, export, or EFD formatting or printing issues Low Medium - could prevent shipping import Systems not ready for data Delays in transferring orders Medium Medium -shipping/receiving delays transfers before Day 1 and other data
  • Risk register 3 of 3! rence Probability Impact Rating Risk Response Strategy Description Your assessment of the event’s adverse effects There are four risk response (i.e., scope, schedule, budget, etc.) if the risk options: Describe what your plan is in the event the probably going to happen. event triggers. Avoid risk triggers. What are you going to do in a 50 / 50 chance of it happening. Three choices: Transfer relationship to your risk response (i.e.,o no likelihood it will happen. High - Severe project effect(s). Mitigate avoid, transfer, mitigate, or accept). Medium - Moderate project effect(s). Accept Low - Limited project effect. Prepare and validate customs documents prior High Mitigate to Day 1 Low Mitigate Manual work-around IT working on a solution. Accounting working Medium Avoid / Transfer on a reconciliation process Medium Transfer Accounting responsibility Accounting will make necessary reconciliation Low Accept entries High Mitigate System testing High Mitigate Employees work w/o a contract or under Client X contract via TSA Build inventory before Day 1. Stage shipments $! $ Medium Mitigate before Jan 2 46! Medium - could prevent shipping Mitigate Testing EFDs before Day 1 Medium -shipping/receiving delays Mitigate Prioritize order conversions if delays Medium Accept Be ready to react to any changes
  • Scope, Plan, Manage, and Measure! •  Stakeholder Assessment! New Scope! •  Communications! •  Risk Register! •  Change Readiness! New Scope! •  Impact Analysis! •  Organizational Process Assets! New Scope! •  Enterprise Environment Factors! 1   Scope! $! $ 47!
  • 1.  The Project Challenge!2.  Scope, Plan, Manage, and Measure!3.  Change Business Case! •  Business case ! •  Bait and switch! •  Triple constraint! •  Formulas! •  Project Human Resource Management $! $ 48!
  • Change Business Case!•  Business Case !•  Bait and Switch!•  Triple Constraint!•  Formulas!•  Project Human Resource# 1.  The planning process! Management! 2.  Estimating resources! 3.  Developing the budget! $! $ 49!
  • Change Business Case !•  Business Case ! 1. The planning process! 2. Estimating resources! 3. Developing the budget! a)  WBS!•  Bait and Switch! b)  Activity sequence!•  Triple Constraint! c)  Network diagram!•  Formulas! d)  Resource requirements!•  Project Human Resource# e)  Time and cost estimates! Management! f)  Critical path dependencies!! g)  Schedule development! h)  Budget development! $! $ 50!
  • Change Business Case !•  Business Case !•  Bait and Switch!•  Triple Constraint!•  Formulas! •  When the planned resources•  Project Human Resource# are no longer available! Management!! •  When the planned resources are removed! $! $ 51!
  • Change Business Case !•  Business Case !•  Bait and Switch! Cost!•  Triple Constraint!•  Formulas!•  Project Human Resource# Management! Triple Constraint! Customer Satisfaction! $! $ 52!
  • Change Business Case !•  Business Case !•  Bait and Switch!•  Triple Constraint!•  Formulas!•  Project Human Resource# Management! 1.  Impact on project costs! 2.  Impact on project duration! $! $ 53!
  • Change Business Case !•  Business Case !•  Bait and Switch!•  Triple Constraint!•  Formulas!•  Project Human Resource# 1.  Impact on project costs! Management! Cost = (effort hours/staff productivity) * staff rate! 2.  Impact on project duration! Duration = (effort hours/staff production)/staff availability! $! $ 54!
  • Change Business Case - exercise! As the project manager you rely on the work breakdown structure that was built by each subject matter expert to build your activity sequence, network diagram, resource•  Business Case ! requirements, time and cost estimates, critical path•  Bait and Switch! dependencies, schedule, and budget.! You have just been told the resource who built the estimate•  Triple Constraint! for the work breakdown structure is not available for the project. A replacement has been identified and will join the•  Formulas! project.! 1.  Impact on project costs" You note that the replacement has a lower hourly rate than Cost = " the original, however, the replacement has less experience (effort hours/staff productivity)" (estimated at 40% less experience) and is only available 50% of the time. ! * staff rate! Using the details below and the formulas to the left, how 2.  Impact on project duration# can you quantify the impact the replacement will have on Duration = " the project cost and the project duration?! (effort hours/staff productivity)" ! /staff availability! Original Substitute ! resource:! resource! Staff production or 1! .6 (.4 less effective•  Project Human Resource# productivity ! than original)! Management! Staff rate ! $350! $170!! Effort! 40 (fulltime)! 50%! $! $ 55!
  • Project Human Resource Management!•  Business Case !•  Bait and Switch!•  Triple Constraint!•  Formulas! Project Human Resource•  Project Human Resource# Management! Management •  Motivation •  Roles and responsibilities •  Team dynamics •  Milestones $! $ 56!
  • Project Human Resource Management!•  Business Case !•  Bait and Switch! How does individual•  Triple Constraint! motivation affect estimated•  Formulas! performance!•  Project Human Resource# Cost! Management! •  Motivation! e! Sco Tim •  Roles and pe! responsibilities! •  Team dynamics! Triple •  Milestones! Constraint! y! alit Ris Qu k! Customer Satisfaction! $! $ 57!
  • If you rely on people you need to rely on motivation!Motivation Cost! 1. Intrinsic e! Sco Tim 2. External e!pSatisfaction 1. Achievement Triple 2. Recognition Constraint! ! y 3. Work itself alit Ris 4. Responsibility Qu k! 5. Advancement Customer 6. Growth Satisfaction! $! $ 58!
  • If you rely on people you need to rely on motivation!Motivation 1. Intrinsic 2. ExternalSatisfaction 1. Achievement 2. Recognition 3. Work itself 4. Responsibility 5. Advancement 6. GrowthSource: http://www.flickr.com/photos/creativetallis/3457121970/! $! $ 59!
  • If you rely on people you need to rely on motivation! Factors that lead to extreme dissatisfaction! Factors that led to extreme satisfaction!Source: http://maaw.info/ArticleSummaries/ArtSumHerzberg6803.htm! $! $ 60!
  • If you rely on people you need to rely on motivation! Cost! e! Sco Tim e!p Triple Constraint! ! y alit Ris Qu k! Customer Satisfaction! $! $ 61!
  • Project human resource management!•  Business Case ! 1.  Outline top skills and goals•  Bait and Switch! needed in the role!•  Triple Constraint! a)  Top 3 skills expected !•  Formulas! b) Top 3 skills to develop!•  Project Human Resource# 2.  Establish a rating criteria Management! and inputs used for the •  Motivation! rating! •  Roles and 3.  Share assessment criteria responsibilities! •  Team dynamics! with sponsor, prime, sub- •  Milestones! prime for mutual evaluation! $! $ 62!
  • Project human resource management!•  Business Case !•  Bait and Switch!•  Triple Constraint! 1.  At the kickoff let the team•  Formulas! build the rules of•  Project Human Resource# engagement! Management! a)  Communication expectations! •  Motivation! b) Risk identification! •  Roles and c)  Meeting protocol! responsibilities! d) Knowledge management! •  Team dynamics! 2.  Skills register! •  Milestones! 3.  Project team# (sub-contractor) HR rating! 4.  Social media! $! $ 63!
  • Project human resource management!•  Business Case !•  Bait and Switch! 1.  Identify milestones !•  Triple Constraint! 2.  Identify key•  Formulas! accomplishments along the•  Project Human Resource# project lifecycle! Management! 3.  Align milestones to human •  Motivation! resource ratings! •  Roles and 4.  Identify and communicate responsibilities! new risk ! •  Team dynamics! •  Milestones! 5.  Identify achievements and recognition! 6.  Archive! 7.  Pause! $! $ 64!
  • Why business initiatives fail: people!1.  The Project Challenge!2.  Scope, Plan, Manage, and Measure!3.  Change Business Case! Resistance by Employees 82% Inadequate Sponsorship 72% Unrealistic Expectations 65% Poor Project Management 54% Business Case not Compelling 46% •  Organizational Process Project Team Lacked Skills 44% Assets! •  Enterprise Scope Expansion / Uncertainty 44% Environment Factors! •  Change Readiness! No Organizational Change Plan 43% •  Impact Analysis! •  Stakeholder Analysis! Silos/No Horizontal Process View 41% •  Communication Plan! •  Risk Register! IT Perspective not Integrated 36% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% Source: Deloitte CIO Survey % of Firms $! $ 65!
  • 1.  The Project Challenge!2.  Scope, Plan, Manage, and Measure!3.  Change Business Case! •  Thoughts?! •  Questions?! •  Contact:! www.TobyElwin.com! 66!