PMI Global Congress 2011May 2011, DublinBack from RedHow to assess the health of your project<br />Torsten J. Koerting<br ...
T H A N K<br />Y O U<br />
Back from RedHow to assess the health of your project<br />Torsten J. Koerting<br />www.TORSTENKOERTING.com<br />@TorstenK...
This presentation is ment to be for<br />Y O U !<br />
and<br />Y O U !<br />and<br />Y O U !<br />
and<br />Y O U !<br />
Our<br />Situation<br />
Projects are becoming more complex<br />
Complexity (Definition – Warren Weaver)<br />The complexity of a particular system is the degree of difficulty in predicti...
You would need to suck 3.000 caramel’s until you have read that regulation<br />The ‘Lord’s Prayer’<br />	has 56 words,<br...
The World<br />is changing<br />The World<br />is flat<br />Inconvenient<br />Truth<br />
The Fall of the Berlin Wall …<br />
… ended the cold war …<br />
… and granted	access to new markets for		products, labor and material.<br />
The Internet …<br />… created easy global competition and increased the ability to share information <br />
The Microsoft Office Suite …<br />
… and the<br />	HTML and HTTP<br />				protocols …<br />
… enabled computers to<br />talk to one another and allowed work to be <br />done remotely.<br />
Open – Sourcing …<br />
… enables writing software so that it can be easily shared, improved and given access to.<br />
Outsourcing …<br />
… is moving lower value functions 	to other firms,<br />		in other countries				for a lower cost.<br />
Off shoring … <br />
… is moving the production of	goods into other countries.<br />
Supply Chaining …<br />
… by partnering with<br />	other companies to<br />		receive goods<br />			when needed.<br />
In sourcing …<br />
… by sourcing whole processes to other companies<br />
Informing …<br />
… by getting answers to almost any question within seconds<br />
July 2006, 213 Million search requests performed  daily on the Internet … !<br />Whom did you ask these questions 15 years...
Information Steroids …<br />
… by having all this information<br />available at<br />your fingertips<br />
The Fall of the Berlin Wall<br />The Internet<br />Work-Flow Software<br />Open-Sourcing<br />Outsourcing<br />Off-Shoring...
The World<br />is changing<br />The World<br />is flat<br />Inconvenient<br />Truth<br />
With Increased Complexity …<br />
… there are more things					to think about …<br />
… there are more time zones<br />					to overcome …<br />
… there are more people 								to deal with …<br />
… and with more people there are 	more cultures do deal with …<br />
… more things can ( will ) fail !<br />
The<br />Problem<br />
… you do not see the forest because of all the trees<br />
A small little test<br />
… sometimes it’s hardto understandwhat’s going onbehind the scenes …<br />
… transition from one project manager to another might become hard …<br />
… by reporting against and focusing on milestones you might miss your target …<br />
… at the end, your project is ‘green’ but this has happened …<br />
The Problem<br />To much informationNo forest because of all the trees<br />Misperceptionyou want to see what you want to ...
The<br />Option<br />
…a supporting<br />tool…<br />
…a structured<br />approach…<br />
…beproactive…<br />
…complete …<br />
…embedded inyour overallgovernance…<br />
Options<br />Supporting Toolfacilitates the process<br />Structured Approachtiming, questions asked etc.<br />ProactiveDo ...
The<br />Details<br />
Summary<br />… Project Name and other data<br />… Project Management<br />… Deviations and Mitigation Actions<br />
Sections<br />… Project Hand Over<br />… Project Organisation & Stakeholder<br />… Project Monitoring & Control<br />… Req...
One Section in Detail<br />… Area<br />… Question<br />… Answer Options<br />… Reason for deviation<br />… Killer Question...
Report<br />… Result in a nutshell<br />… Report<br />… Deviations and Mitigation Actions<br />etc.<br />
There are many options to choose from<br />There is no ‘one size fits all’<br />
SMALL<br />… Quick  Assessment<br />… 15 questions<br />… 10 minutes<br />… self assessed<br />
MEDIUM<br />… Regular Assessment<br />… 40 to 60 questions<br />… 1-2 hours<br />… self assessedor moderated<br />
LARGE<br />… Complex Assessment<br />… up to 150  questionsor more<br />… 4 hours<br />… moderated<br />
When ?<br />There is no right or wrong answer<br />… you should start early and reapply in a 6-8 week cycle<br />
Participation ?<br />… Project Manager<br />… Stream leads that can add value<br />… PMO (Project Management Office)<br />...
Moderation ?<br />Yes, if<br />… Project is unexperienced about how to apply assessment<br />… if there is conflict potent...
Report<br />… Result in a nutshell<br />… Report<br />… Deviations and Mitigation Actions<br />etc.<br />
ToolStructure, Reporting, Questions<br />Focussmall, medium, large<br />TimingWhen to apply<br />Moderationyes / no<br />P...
Demo<br />
The<br />Challenges<br />
ADAPTION<br />How to adapt the assessment to your PM Method used in your company / environment ?…<br />
INTEGRATION<br />How to integrateinto your existingproject governance ?<br />
Misunderstood<br />How to not make it perceived as being an audit?<br />
Just do it !<br />How to make it work and used by the projects without being forced to ?<br />
Challenges<br />Adaptionto your method used<br />Embedment into governancepart of the overall process<br />Potential misun...
The<br />Benefits<br />
Identification<br />To identify‘Areas of Improvement’and‘Best Practices’.<br />
Measurable<br />The result is measurable and traceable !<br />
Progress<br />To measure the progress along the way and feeling of improvement !<br />
Catalyst<br />… to receive support from and address topics toSenior Management !<br />
Common View<br />Same Terminology and common approach used !<br />
Transition<br />Makes a transition structured and possible !<br />
Success<br />… once you seethe progress made!<br />
Identificationareas of improvements, best practices, identify measures to apply<br />Confirmation of progressduring the pr...
Recap<br />
The World<br />is changing<br />The World<br />is flat<br />Inconvenient<br />Truth<br />
…a supporting<br />tool…<br />
…a structured<br />approach…<br />
When ?<br />There is no right or wrong answer<br />… you should start early and reapply in a 6-8 week cycle<br />
Identification<br />To identify‘Areas of Improvement’and‘Best Practices’.<br />
Success<br />… once you seethe progress made!<br />
T H A N K<br />Y O U<br />
TYou would like to receive the templates shown<br />CYou want me to call you<br />
If you do have	any questions<br />
Question<br />… and I do not have				an answer …<br />
The ‘Answer’ is always …<br />
T H A N K<br />Y O U<br />
Picture Credits ( 1 / 2 )<br />Earth Pictures – Google Earth<br />Project Manager - http://www.flickr.com/photos/floongle/...
Picture Credits ( 2 / 2 )<br />Info Steroids 1 - http://www.flickr.com/photos/listelys/<br />Info Steroids 2 - http://www....
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Back from Red - How to assess the health of your project

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Learn how to assess the health of your project besides the day-to-day status. Look into all specific areas of project management that need to be addressed (such as risk, quality, communication, team building, vendor management, stakeholder management) and look into specific areas of your project (eg. for a software development project) including requirements analysis, design, development, test and deployment. A tool will be presented to assess the project health and how to use it. We will also discuss how this tool could be adapted for specific work environments and project methods used (a five step process) and, should time permit, a live demo will be given based on a sample project (picked out of the audience).

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  • Learn how to assess the health of your project besides the day-to-day status. Look into all specific areas of project management that need to be addressed (such as risk, quality, communication, team building, vendor management, stakeholder management) and look into specific areas of your project (eg. for a software development project) including requirements analysis, design, development, test and deployment. A tool will be presented to assess the project health and how to use it. We will also discuss how this tool could be adapted for specific work environments and project methods used (a five step process) and, should time permit, a live demo will be given based on a sample project (picked out of the audience).
  • Me long distance hiking (JMT 400 km0
  • Me paragliding
  • Learn how to assess the health of your project besides the day-to-day status. Look into all specific areas of project management that need to be addressed (such as risk, quality, communication, team building, vendor management, stakeholder management) and look into specific areas of your project (eg. for a software development project) including requirements analysis, design, development, test and deployment. A tool will be presented to assess the project health and how to use it. We will also discuss how this tool could be adapted for specific work environments and project methods used (a five step process) and, should time permit, a live demo will be given based on a sample project (picked out of the audience).
  • Everybody knows that colorRedMore or less interpretationIf you see this color its more or less to late
  • This is the color you see most of the timeIf something is not in the shape it should be, its been reported as yellowI always wanted to have a four color reporting, but that’s another storyIf I could influence it could result in …Yes orange
  • This is the color you see most of the timeIf something is not in the shape it should be, its been reported as yellowI always wanted to have a four color reporting, but that’s another storyIf I could influence it could result in …Yes orange
  • Yes orangeHow ever A color is a color is a colorWhats going on behind the scenes is the challenge to find out and to gover
  • This presentation is for you.The Project Manager, the Portfolio Manager,But to be diverse and correctIt can also be for .... YOU
  • This presentation is for you.The Project Manager, the Portfolio Manager,But to be diverse and correctIt can also be for .... YOU
  • This presentation is for you.The Project Manager, the Portfolio Manager,But to be diverse and correctIt can also be for .... YOU
  • Projects are becoming more complexNumber of dependencies you have to manageWhy is that?What has changed over the last years and decades?
  • DasverdeutlichtKomplexitaet
  • 213 Million search requests on all search engines world wide
  • This presentation is for you.The Project Manager, the Portfolio Manager,But to be diverse and correctIt can also be for .... YOU
  • tool
  • Structured approach neededsame timingSame questionsRelevant areas covered
  • Here is the ToolResult area
  • Here is the ToolResult area
  • The Questions
  • Here it is partially completed
  • Here it is partially completed
  • Everybody knows that colorRedMore or less interpretationIf you see this color its more or less to late
  • tool
  • Structured approach neededsame timingSame questionsRelevant areas covered
  • Yes orangeHow ever A color is a color is a colorWhats going on behind the scenes is the challenge to find out and to gover
  • Back from Red - How to assess the health of your project

    1. 1. PMI Global Congress 2011May 2011, DublinBack from RedHow to assess the health of your project<br />Torsten J. Koerting<br />www.TORSTENKOERTING.com<br />@TorstenKoerting<br />
    2. 2. T H A N K<br />Y O U<br />
    3. 3.
    4. 4.
    5. 5.
    6. 6.
    7. 7.
    8. 8.
    9. 9.
    10. 10.
    11. 11.
    12. 12.
    13. 13.
    14. 14.
    15. 15.
    16. 16.
    17. 17. Back from RedHow to assess the health of your project<br />Torsten J. Koerting<br />www.TORSTENKOERTING.com<br />@TorstenKoerting<br />
    18. 18.
    19. 19.
    20. 20.
    21. 21.
    22. 22. This presentation is ment to be for<br />Y O U !<br />
    23. 23. and<br />Y O U !<br />and<br />Y O U !<br />
    24. 24. and<br />Y O U !<br />
    25. 25. Our<br />Situation<br />
    26. 26. Projects are becoming more complex<br />
    27. 27. Complexity (Definition – Warren Weaver)<br />The complexity of a particular system is the degree of difficulty in predicting the properties of the system, if the properties of the system's parts are given<br />
    28. 28. You would need to suck 3.000 caramel’s until you have read that regulation<br />The ‘Lord’s Prayer’<br /> has 56 words,<br />the ‚Ten Commandments‘have 279 words,<br />the American ‚Delcaration of Independence‘has 300 words.<br />The EU Import Regulation for Caramelhas 25.911 words.<br />
    29. 29. The World<br />is changing<br />The World<br />is flat<br />Inconvenient<br />Truth<br />
    30. 30. The Fall of the Berlin Wall …<br />
    31. 31. … ended the cold war …<br />
    32. 32. … and granted access to new markets for products, labor and material.<br />
    33. 33. The Internet …<br />… created easy global competition and increased the ability to share information <br />
    34. 34. The Microsoft Office Suite …<br />
    35. 35. … and the<br /> HTML and HTTP<br /> protocols …<br />
    36. 36. … enabled computers to<br />talk to one another and allowed work to be <br />done remotely.<br />
    37. 37. Open – Sourcing …<br />
    38. 38. … enables writing software so that it can be easily shared, improved and given access to.<br />
    39. 39. Outsourcing …<br />
    40. 40. … is moving lower value functions to other firms,<br /> in other countries for a lower cost.<br />
    41. 41. Off shoring … <br />
    42. 42. … is moving the production of goods into other countries.<br />
    43. 43. Supply Chaining …<br />
    44. 44. … by partnering with<br /> other companies to<br /> receive goods<br /> when needed.<br />
    45. 45. In sourcing …<br />
    46. 46. … by sourcing whole processes to other companies<br />
    47. 47. Informing …<br />
    48. 48. … by getting answers to almost any question within seconds<br />
    49. 49. July 2006, 213 Million search requests performed daily on the Internet … !<br />Whom did you ask these questions 15 years ago?<br />
    50. 50. Information Steroids …<br />
    51. 51. … by having all this information<br />available at<br />your fingertips<br />
    52. 52. The Fall of the Berlin Wall<br />The Internet<br />Work-Flow Software<br />Open-Sourcing<br />Outsourcing<br />Off-Shoring<br />Supply-Chaining<br />In-Sourcing<br />In-Forming<br />Information Steroids<br />The World<br />is flat<br />
    53. 53. The World<br />is changing<br />The World<br />is flat<br />Inconvenient<br />Truth<br />
    54. 54. With Increased Complexity …<br />
    55. 55. … there are more things to think about …<br />
    56. 56. … there are more time zones<br /> to overcome …<br />
    57. 57. … there are more people to deal with …<br />
    58. 58. … and with more people there are more cultures do deal with …<br />
    59. 59. … more things can ( will ) fail !<br />
    60. 60. The<br />Problem<br />
    61. 61.
    62. 62. … you do not see the forest because of all the trees<br />
    63. 63.
    64. 64. A small little test<br />
    65. 65.
    66. 66. … sometimes it’s hardto understandwhat’s going onbehind the scenes …<br />
    67. 67. … transition from one project manager to another might become hard …<br />
    68. 68. … by reporting against and focusing on milestones you might miss your target …<br />
    69. 69. … at the end, your project is ‘green’ but this has happened …<br />
    70. 70. The Problem<br />To much informationNo forest because of all the trees<br />Misperceptionyou want to see what you want to see<br />Limited visibilitycan’t look behind the scenes<br />Complex Transitionfrom one to the other PM<br />Milestone focused reportingyou might miss the real goal<br />
    71. 71. The<br />Option<br />
    72. 72. …a supporting<br />tool…<br />
    73. 73. …a structured<br />approach…<br />
    74. 74. …beproactive…<br />
    75. 75. …complete …<br />
    76. 76. …embedded inyour overallgovernance…<br />
    77. 77. Options<br />Supporting Toolfacilitates the process<br />Structured Approachtiming, questions asked etc.<br />ProactiveDo it when project is still in shape<br />CompleteProject Management, SDLC, Q-Gates<br />Embeddedin your Governance<br />
    78. 78. The<br />Details<br />
    79. 79. Summary<br />… Project Name and other data<br />… Project Management<br />… Deviations and Mitigation Actions<br />
    80. 80. Sections<br />… Project Hand Over<br />… Project Organisation & Stakeholder<br />… Project Monitoring & Control<br />… Requirements Phase… Test Phase<br />etc.<br />
    81. 81. One Section in Detail<br />… Area<br />… Question<br />… Answer Options<br />… Reason for deviation<br />… Killer Question<br />… Check Again<br />etc.<br />
    82. 82. Report<br />… Result in a nutshell<br />… Report<br />… Deviations and Mitigation Actions<br />etc.<br />
    83. 83. There are many options to choose from<br />There is no ‘one size fits all’<br />
    84. 84. SMALL<br />… Quick Assessment<br />… 15 questions<br />… 10 minutes<br />… self assessed<br />
    85. 85. MEDIUM<br />… Regular Assessment<br />… 40 to 60 questions<br />… 1-2 hours<br />… self assessedor moderated<br />
    86. 86. LARGE<br />… Complex Assessment<br />… up to 150 questionsor more<br />… 4 hours<br />… moderated<br />
    87. 87. When ?<br />There is no right or wrong answer<br />… you should start early and reapply in a 6-8 week cycle<br />
    88. 88. Participation ?<br />… Project Manager<br />… Stream leads that can add value<br />… PMO (Project Management Office)<br />… may be others because of specific sections to look at<br />
    89. 89. Moderation ?<br />Yes, if<br />… Project is unexperienced about how to apply assessment<br />… if there is conflict potential<br />… if measurement is unclear<br />No, if<br />… project feels competent and honest enough to apply<br />
    90. 90.
    91. 91.
    92. 92. Report<br />… Result in a nutshell<br />… Report<br />… Deviations and Mitigation Actions<br />etc.<br />
    93. 93. ToolStructure, Reporting, Questions<br />Focussmall, medium, large<br />TimingWhen to apply<br />Moderationyes / no<br />Participantsthe ones that add value<br />Duration and Repetitionat initiation and then every 6 weeks<br />Questionsto adress the relevant areas<br />Reportingfit to your needs (Q-Gates, SDLC, PM etc.)<br />Details<br />
    94. 94. Demo<br />
    95. 95. The<br />Challenges<br />
    96. 96. ADAPTION<br />How to adapt the assessment to your PM Method used in your company / environment ?…<br />
    97. 97. INTEGRATION<br />How to integrateinto your existingproject governance ?<br />
    98. 98. Misunderstood<br />How to not make it perceived as being an audit?<br />
    99. 99. Just do it !<br />How to make it work and used by the projects without being forced to ?<br />
    100. 100. Challenges<br />Adaptionto your method used<br />Embedment into governancepart of the overall process<br />Potential misunderstandingsAudit or Support ?<br />Just do it !dTo use it is the biggest challenge<br />
    101. 101. The<br />Benefits<br />
    102. 102. Identification<br />To identify‘Areas of Improvement’and‘Best Practices’.<br />
    103. 103. Measurable<br />The result is measurable and traceable !<br />
    104. 104. Progress<br />To measure the progress along the way and feeling of improvement !<br />
    105. 105. Catalyst<br />… to receive support from and address topics toSenior Management !<br />
    106. 106. Common View<br />Same Terminology and common approach used !<br />
    107. 107. Transition<br />Makes a transition structured and possible !<br />
    108. 108. Success<br />… once you seethe progress made!<br />
    109. 109. Identificationareas of improvements, best practices, identify measures to apply<br />Confirmation of progressduring the project and after earlier assessments<br />Measurable and traceablestructured, questions asked<br />Catalystto receive support from Senior Stakeholders<br />Common viewterminology used and sense about project <br />Lessons Learnedfacilitator and input<br />Successyou see your progress<br />Structured transitionto another PM, to Daily operations etc.<br />Benefits<br />
    110. 110. Recap<br />
    111. 111. The World<br />is changing<br />The World<br />is flat<br />Inconvenient<br />Truth<br />
    112. 112.
    113. 113. …a supporting<br />tool…<br />
    114. 114. …a structured<br />approach…<br />
    115. 115. When ?<br />There is no right or wrong answer<br />… you should start early and reapply in a 6-8 week cycle<br />
    116. 116. Identification<br />To identify‘Areas of Improvement’and‘Best Practices’.<br />
    117. 117. Success<br />… once you seethe progress made!<br />
    118. 118.
    119. 119. T H A N K<br />Y O U<br />
    120. 120. TYou would like to receive the templates shown<br />CYou want me to call you<br />
    121. 121. If you do have any questions<br />
    122. 122. Question<br />… and I do not have an answer …<br />
    123. 123.
    124. 124. The ‘Answer’ is always …<br />
    125. 125. T H A N K<br />Y O U<br />
    126. 126. Picture Credits ( 1 / 2 )<br />Earth Pictures – Google Earth<br />Project Manager - http://www.flickr.com/photos/floongle/<br />Contruction Manager - http://www.flickr.com/photos/mission/<br />Project Management Plan - http://www.flickr.com/photos/perhapstoopink/<br />Obama change - http://www.flickr.com/photos/tsevis/<br />Fall of Berlin Wall - http://www.flickr.com/photos/gavinandrewstewart/<br />Microsoft Office Candy - http://www.flickr.com/photos/sunfox/<br />HTML - http://www.flickr.com/photos/kk/<br />Latop Beach - http://www.flickr.com/photos/zzathras777/<br />Open Sourcing - http://www.flickr.com/photos/martinbekkelund/<br />Big Crowd - http://www.flickr.com/photos/richevenhouse/<br />cold war one - http://www.flickr.com/photos/pingnews/<br />New Markets - http://www.flickr.com/photos/pnp/<br />Outsourcing 1 - http://www.flickr.com/photos/danzden/<br />Outsourcing 3 - http://www.flickr.com/photos/kafkan/<br />Offshoring 1 - http://www.flickr.com/photos/photohome_uk/<br />Offshoring 2 - http://www.flickr.com/photos/trotzenberg/<br />Offshoring 1b - http://www.flickr.com/photos/taylar/<br />Supply Chaining 1 - http://www.flickr.com/photos/nimrodbar/<br />Supply Chaining 2 - http://www.flickr.com/photos/drewesque/<br />Insourcing 1 - http://www.flickr.com/photos/zyphbear/<br />Insourcing 2 - http://www.flickr.com/photos/liveu4/<br />Informing 1 - http://www.flickr.com/photos/ask-for-peace/<br />Informing 2 - http://www.flickr.com/photos/julianbleecker/<br />Infroming 3 - http://www.flickr.com/photos/gedankenstuecke/<br />
    127. 127. Picture Credits ( 2 / 2 )<br />Info Steroids 1 - http://www.flickr.com/photos/listelys/<br />Info Steroids 2 - http://www.flickr.com/photos/chanc/<br />time zone - http://www.flickr.com/photos/mickyates/<br />more people 1 - http://www.flickr.com/photos/inyucho/<br />more people 3 - http://www.flickr.com/photos/msjacoby/<br />cultures - http://www.flickr.com/photos/untitlism/<br />longer - http://www.flickr.com/photos/swamibu/<br />break 1 - http://www.flickr.com/photos/jnsabino/<br />Rain Forest - http://www.flickr.com/photos/jadeb/<br />Stage Curtain - http://www.flickr.com/photos/87166482@N00/<br />Relay Baton - http://www.flickr.com/photos/susan_d_p/<br />Dart Board - http://www.flickr.com/photos/caroscuro/<br />Process Swimlane - http://www.flickr.com/photos/katiekills/<br />Firefighters - http://www.flickr.com/photos/stonepix/<br />Radar Governance - http://www.flickr.com/photos/divemasterking2000/<br />Boat in bottle - http://www.flickr.com/photos/invinciblegirl/<br />Flightplan 2 - http://www.flickr.com/photos/24397180@N08<br />misunderstood - http://www.flickr.com/photos/amy_jane/<br />Just do it 2 - http://www.flickr.com/photos/supremevision89<br />Area of improvement - http://www.flickr.com/photos/bobishi/<br />Long Jump - http://www.flickr.com/photos/hermitianta/<br />Measure - http://www.flickr.com/photos/chandramarsono/<br />Senior Mgmt - http://www.flickr.com/photos/csis_er/<br />Binoculars - http://www.flickr.com/photos/21561428@N03/<br />Mountaineer happy - http://www.flickr.com/photos/68129526@N00/<br />
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