Projekte scheitern - Projekt Krisen und TurnArounds erfolgreich managen

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Handlungsoptionen für das sinkende Schiff: Ein interaktiver Vortrag für große und kleine Projektmanager.
Trotz aller Methodiken wird es wohl auch künftig Projekte geben, die unterm Strich hinter den Erwartungen zurückbleiben. Und da muss es sich gar nicht immer um die gerne bemühten Großprojekte wie den Berliner Flughafen, die Elbphilarmonie oder den EuroTunnel drehen. Manchmal reicht ein Blick ins eigene Kontor, um festzustellen, dass es gar nicht einer komplexen politischen Welt bedarf, um ein Projekt in die Erfolglosigkeit zu führen. Wie aber kann ich erkennen, ob mein Projekt (oder das meines Projektleiters) in Schieflage gerät? Und welche Handlungsoptionen habe ich noch, wenn das Schiff in schwere See kommt und zu sinken droht? Lieber den Schettino machen oder doch Verantwortung übernehmen?

In 30 Minuten kann natürlich kein Patentrezept zur Projektrettung aufgestellt werden. Jedoch wird aufgezeigt, warum der Turnaround an sich in jedem Projekt ein konstanter Prozess sein sollte – und es werden ein paar Werkzeuge vorgestellt.

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Projekte scheitern - Projekt Krisen und TurnArounds erfolgreich managen

  1. 1. PROJEKTE SCHEITERN Projekt Krisen und TurnArounds erfolgreich managen BPUG – Frankfurt Montag, 17. Februar 2014 Torsten J. Koerting @TorstenKoerting
  2. 2. Torsten J. Koerting Twitter: @TorstenKoerting www.torstenkoerting.com www.projectyzer.com XING: www.xing.com/profile/Torsten_Koerting Mail: torsten.koerting@gmail.com Tel.: +49(0) 172 372 3759
  3. 3. PROJECTS DO FAIL
  4. 4. Voting powered by 1ST POLL PROJECTS DO FAIL www.teampoll.de Ich habe schon einmal einen Turnaround im Projekt erlebt -2 -1 0 +1 +2 Ich habe schon einmal in einem gescheiterten Projekt mitgearbeitet -2 -1 0 +1 Ich war Projektleiter eines gescheiterten Projektes +2 -2 +2 -1 0 +1
  5. 5. 1ST POLL – RESULTS PROJECTS DO FAIL Voting powered by www.teampoll.de
  6. 6. STUTTGART 21
  7. 7. TOLL COLLECT
  8. 8. EVERY 3RD PROJECT FAILS © GPM Studie 2006
  9. 9. DUE TO VARIOUS REASONS © GPM Studie 2006
  10. 10. BOTTOM LINE ... It’s all about the START Good stuff, as you cant change that Once your are in the project It’s all about the PEOPLE Good stuff, so lets focus on them and our self It’s all about the COMPLEXITY Good stuff, lets reduce it and learn how to manage crisis along the way
  11. 11. DO NOT LOOK FOR PATTERNS
  12. 12. ✗ A GIVE N
  13. 13. YOUR PROJECT ?
  14. 14. Voting powered by 2ND POLL www.teampoll.de WORAN SCHEITERN DEINER MEINUNG NACH PROJEKTE IN ERSTER LINIE? Die technischen Anforderungen sind zu hoch -2 -1 0 +1 +2 Die fachlichen Anforderungen sind nicht klar -2 -1 0 +1 +2 Die Werkzeuge im Projektmanagement funktionieren nicht -2 -1 0 +1 +2
  15. 15. 2ND POLL – RESULTS WORAN SCHEITERN DEINER MEINUNG NACH PROJEKTE IN ERSTER LINIE? Voting powered by www.teampoll.de
  16. 16. Wenn Projekte kopfstehen und klassisches Projektmanagement versagt Roger Dannenhauer, Torsten J. Koerting, Michael Merkwitza www.TURNAROUNDPM.com
  17. 17. START WITH WHY ! Why You need to deal with TurnAround’s, Crisis and potential failures all the time ! Get ready and be prepared How The tools and approaches that I think are relevant and appropriate to deal with it What What exactly you need to do in your specific situation is totally up to YOU
  18. 18. TURN AROUND & CRISIS A DEFINITION A Project or a major Deliverable that in a specific point in time might or will have a severe slippage in Time to deliver, on Money spent or in Quality achieved.
  19. 19. WHEN IS IT A TURN AROUND OR A CRISIS ?
  20. 20. HERE ?
  21. 21. HERE ?
  22. 22. OR HERE ?
  23. 23. THE 5 PHASES OF A TURN AROUND Sustain Recognize Transform Analyze Stabilize
  24. 24. AND WHY SHOULD YOU CARE ? A) a TA can be small or BIG B) small TA’s in a row C) TA’s could become huge waves D) TA’s could multiply across hierarchies
  25. 25. YOU CONSTANTLY HAVE TO DEAL WITH TURN AROUNDS
  26. 26. ‚Hope is not a method !‘ Gordon R. Sullivan
  27. 27. #IMPULSES to be able to deal with a TurnAround
  28. 28. THE 5 PHASES OF A TURN AROUND Sustain Recognize Transform Analyze Stabilize
  29. 29. PHASE 1 RECOGNIZE Running well, Early Warning Signs, Sensing, Focus, Motivation, Excuses, Symptoms, Ironie, Euphory, No real Progress, Settled State, Green or Yellow
  30. 30. EARLY WARNING SIGNS
  31. 31. EARLY WARNING SIGNS
  32. 32. THE 5 PHASES OF A TURN AROUND Sustain Recognize Transform Analyze Stabilize
  33. 33. PHASE 2 ANALYZE & QUICK WINS Influence from the Outside, Increased Activity, Fear, Keep Calm and Keep Calm and Keep Calm, Understand your Project & Beast, Analyze and apply Measures, Establish Core Team and plan your TurnAround
  34. 34. KNOW YOUR PROJECT
  35. 35. WWW.TURNAROUNDPM.COM/PROJECT-SQUARE/
  36. 36. MIND-SET colla ve borati PROJECTOFFER Aiport $$$ e reserv P sts intere focused PEOPLE (INTERN & EXTERN) Lots of le led peop skil TARGET AUDIENCES Traveler s External partners Local ts residen KEY RESOURCES Land 13 June 20 tion onstruc C supply DAMAGE Damage d habitat BENEFIT Noise rt o vs 1 airp 3 Various Interest groups Shorter transitio n
  37. 37. CONSTANTLY ANALYZE
  38. 38. THE 5 PHASES OF A TURN AROUND Sustain Recognize Transform Analyze Stabilize
  39. 39. PHASE 3 STABILIZE Hope and Spirit of optimism, Trust and Relationship Building, Norming, Scope / Time / Quality Adjustements set, New Plan and new Approach, Consistent Project Management without excuses
  40. 40. KNOW YOUR PEERS •  •  •  •  •  •  •  Impulse Key Question YOU – in the middle Bubble – Stakeholder Group or Person Size of Bubble – Size of Group Distance – Importance of Group / Person # of Lines – Intensiveness of Communication or - Bad or Good Relationship
  41. 41. ... AND YOUR STAKEHOLDERS Influencing Supportive
  42. 42. PROCESSES THAT FIT YOUR PURPOSE AND NOT THEIR DUTY ì ✗ + ✗ î −
  43. 43. THE 5 PHASES OF A TURN AROUND Sustain Recognize Transform Analyze Stabilize
  44. 44. PHASE 4 TRANSFORM Cooking with Gas, Focus on Outcome and Project Target, Small Adjustments, People Focused, Mind-Set Change, Strong Communication, Sense of Achievement, Self Responsibility
  45. 45. FOCUS ON THE ROOT CAUSE NOT THE SYMPTOM ✗ ✓
  46. 46. Roger Dannenhauer www.rogerdannenhauer.com XING: www.xing.com/profile/Roger_Dannenhauer Mail: rd@rogerdannenhauer.com Tel.: +49(0) 160 96635566
  47. 47. INTERACTION ROOM
  48. 48. PHASE 5 SUSTAIN TurnAround achieved, Proudness, Self-Confidence, Making sure to not run into the same Pitfalls again, Lessons Learned, retain Knowledge and Mind-Set , establish Systematic
  49. 49. PROTOTYPING PROCESS ... LEAN STARTUP -> ERIC RIES Learn Build Measure
  50. 50. IN TA SITUATIONS IT COULD LOOK LIKE THIS ... Apply Sense Reflect
  51. 51. WWW.TURNAROUNDPM.COM/PROJECT-SQUARE/
  52. 52. Geistes-Haltung Projektauftrag Menschen (intern & extern) Schlüssel Ressourcen Schaden Nutzen Zielgruppen
  53. 53. DAS ZIEL Der Project Square – im Gegensatz zur klassischen Project Charter – hilft Organisationen und Projekten, gemeinsame, strukturierte, konkrete und taktisch getriebene Diskussionen über neue oder bestehende Projekte, Programme oder Portfolios zu führen. Das Hauptziel des Project Square ist es, den Blick der Menschen von den Details auf den Kern des Projekts zu lenken.
  54. 54. DIE AUFGABE ... 1)  Gruppen bilden max 5 Personen 2)  Project Square suchen 3)  Projekt wählen 2 Minuten 4)  Project Square füllen 15 Minuten 5)  Geschichte erzählen 5 Minuten
  55. 55. ‚Consistent Project Management without excuses !‘ Torsten J. Koerting
  56. 56. Voting powered by 3RD POLL www.teampoll.de TURNAROUND Ich kann die Inhalte dieses Vortrags in meinem Job gebrauchen -2 -1 0 +1 +2 Ich würde gerne tiefer in das Thema einsteigen -2 -1 0 +1 +2 Turnaround ist Blabla. In Wirklichkeit hängt alles nur von den Leuten ab, die ich im Projekt habe -2 -1 0 +1 +2
  57. 57. 3RD POLL – RESULTS TURNAROUND Voting powered by www.teampoll.de
  58. 58. START WITH WHY ! Why You need to deal with TurnAround’s, Crisis and potential failures all the time ! Get ready and be prepared How The tools and approaches that I think are relevant and appropriate to deal with it What What exactly you need to do in your specific situation is totally up to YOU
  59. 59. ‚If you are going through hell, keep on going !‘ Winston Churchill
  60. 60. ? QUESTIONS
  61. 61. THANK YOU JOIN OUR COMMUNITY ENGAGE GET INVOLVED SHARE IDEAS WWW.TURNAROUNDPM.COM
  62. 62. Picture Credits •  •  •  •  •  •  •  •  •  •  •  •  •  •  •  Dreamliner - http://www.flickr.com/photos/jnsabino/759303928/ Dreamliner2 - http://www.flickr.com/photos/kentaroiemoto/6888463206/ Suttgart21 - http://www.flickr.com/photos/schockwellenreiter/5768610893/ Elbphilarmonie - http://www.flickr.com/photos/katjato/7840532620/ TollCollect - http://www.flickr.com/photos/internationaltransportforum/7135653915/ ChannelCrossing - http://www.flickr.com/photos/87079797@N02/8009685958/ BER - http://www.flickr.com/photos/captain_die/8066311249/ Pattern - http://www.flickr.com/photos/scarygami/5620339694/ Gordon R. Sullivan - www.ausa.org - Executive Leadership Early Warning Sign - http://www.flickr.com/photos/hugosimmelink/2252095723/ Storm - http://www.flickr.com/photos/84346589@N00/3947024319/ Simon Sinek - www.ted.com Aepfel - http://www.flickr.com/photos/laserrush123/6041628205/ Churchill - http://www.flickr.com/photos/cstm-mstc/3082707918/ Churchill2 - http://www.flickr.com/photos/jesterg42/462264627/

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