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. 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

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

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