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3 organizational paradigms gantt head webinar

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3 organizational paradigms gantt head webinar

  1. 1. Today’s WebinarThree paradigms managers need to ensure project success – Visibility, – Control, and – OptimizationKey points 1. Managers can clearly communicate what needs to be done 2. You can spot early warning signs before projects fail 3. Managers can ensure best practices are followed and critical steps are not overlooked
  2. 2. Visibility, Control & Optimization by“Management by Walking Around” Why did we ever do this? Can we still manage to do this? Can we do it virtually?
  3. 3. WHY DID WE EVER MANAGE BYWALKING AROUND?
  4. 4. “Active” ManagementMBWA Devised by Bill Hewlett & David PackardOriginally conceived as a morale boosterHewlett & Packard were nerds by training, so they studied the effects
  5. 5. Effects of MBWA - Morale100%90%80%70%60%50% Never/Rarely 1-2 Times/Month Weekly Regularly
  6. 6. Effects of MBWA – Time on Task100%90%80%70%60%50% Never/Rarely 1-2 Times/Month Weekly Regularly
  7. 7. Effects of MBWA - Performance100%90%80%70%60%50% Never/Rarely 1-2 Times/Month Weekly Regularly
  8. 8. Effects of MBWA - ManagersHP saw that managers who more frequently engaged their teams were also re- evaluating decisions and reprioritizing risks/issues earlier in the projectManagers are in the loop, gaining multiple perspectives all the time
  9. 9. CAN WE STILL MANAGE BYWALKING AROUND?
  10. 10. One Thing Remains True:Projects Must Succeed1988: Bank of America loses $2.6 Billion in trust accounts when migrating enterprise systems1997: Oxford Health Plan’s shares fall 62% when executives realize their automatic billing system has a 15 month backlog for claims processing2007: US Airways attempts to implement a new booking system – resulting in 1,220 delayed/cancelled flights (the most since 9/11, not counting volcanic ash)
  11. 11. Bank of America Project reviews were submitted by team leads weekly Estimates vs. Actuals were always good Finished primary development and moved to test ahead of scheduleTest cases (particularly for load) were missing – A surpriseto management, but not development BofA loses $2.6 Billion in trust accounts when migrating enterprise systems Project lacked Visibility, Control, and Optimization
  12. 12. Oxford Christmas, 1996 - Delivered new “Pulse” processing system on time Big-Bang style move took place on New Year’s, with the Financial Times labeling automated billing a “breakthrough success”When subpoenaed, staff from all four developmentteams indicate that they had no confidence the newsystem could manage the load, but were never asked Oxford Health Plan’s shares fall 62% when executives realize their automatic billing system has a 15 month backlog for claims processing Project lacked Visibility, Control, and Optimization
  13. 13. US Airways From close of business Friday night to start of business Saturday morning, implementation teams report successful installation of new booking system at 100% of US sites One of their biggest IT successes everWhen he appeared at the hearing that followed, thehead of resources and infrastructure said “No one everasked me about the move.” US Airways experiences 1,220 delayed/cancelled flights (the most since 9/11, not counting volcanic ash) Project lacked Visibility, Control, and Optimization
  14. 14. CAI We pride ourselves on delivering projects on-time at a fixed price Based on our estimating methodology, our track record is very strongEventually a project came along that was managedto the letter, but we found out close to delivery timethat we had problems – our SMEs were aware, but ourproject manager did not have access to them We were beginning to make mistakes. We quickly needed to get a communications, visibility, and enforcement system in place Project lacked Visibility, Control, and Optimization
  15. 15. Why Aren’t We There Today?(Management Challenges) Various Data Sources  Large teams of people  Spreadsheets with distributed authority  E-mail  Management  Project planning tools  Project teams  Portfolio management tools  Business management  Etc.  Outside experts Technology   Consultants PMO  Most tools are not really oversight  Review boards  Tools focused on where you have  Etc. been /where you are. . . Not where you will be  Communications Process  Status meetings  Phone calls  Best practices are still maturing  Presentations  Priority is to complete projects. . . Not to improve the Management  Etc. process
  16. 16. MANAGING BY (VIRTUALLY)WALKING AROUND
  17. 17. Ever Have Surgery?Does each doctor andnurse decide how toperform a procedure? HAS Visibility, Control, and Optimization
  18. 18. Ever Fly in a Plane?Does every pilot decide what is the best procedure to takeoff and land? HAS Visibility, Control, and Optimization
  19. 19. Ever Buy a House? Do you take the sellers word for it? HAS Visibility, Control, and Optimization
  20. 20. Decomposing MBWAWhat makes our best PMs that good?They know the standards we expectThey know what to trackThey know what questions to ask
  21. 21. Take Away #1Clearly communicate what needs to be done Ask appropriate questions: – By type of project – By phase of project – By role responsibility – On schedule Put it into a tool that is accessible anywhere Capture performance expectations
  22. 22. How We Communicate WhatNeeds to be DoneRole basedRule BasedElectronic checklistsWeekly assessments
  23. 23. Take Away #2Spot early warning signs before projects fail The best managers can understand what they see/hear Codify the experience of the best managers Understand how they interpret data
  24. 24. How We Spot Early Warning Signs of Failure  Predictive analytics  Based on published IT industry studies of project performance research – Leon Kappelman – Mary Sumner – Robert Glass – Mark Keil  Four Key Measures: – RPL – Rework Prevention Level – SMART – Clarity of Task Assignments (Specific, Measurable, Accountable, Relevant, Timely) – SMPL – Senior Management Participation Level – PAL – Process Adherence Level
  25. 25. Predictive Analytics
  26. 26. Take Away #3Ensure best practices are followed and critical steps are not overlooked Collect data on the behavior you want to be followed Report on compliance Make this behavior visible Take action on what you see
  27. 27. How We Ensure Best Practices are Followedand Critical Steps are Not OverlookedVia our Automated Project Office we ensure that theproject’s cost, scope, schedule and risk profile are fullydeveloped, documented and agreed upon by allstakeholders. We verify that the project plan is feasiblefrom the point of view of the team charged with the work. Stage Gating Weekly assessments Predictive Analytics Dashboard drill-down Scorecards Earned Value
  28. 28. Stage Gating
  29. 29. Scorecards
  30. 30. Other Dashboards Providing Visibility
  31. 31. With Drill Down Capability
  32. 32. SummaryParadigms needed to ensure success 1. Visibility, 2. Control, and 3. Optimization Project success depends on a manager’s ability to retain visibility and control of the work force to optimize projects for success. Benefits Three take-aways: • Early operational insight 1. Clearly communicate to enable risk mitigation what needs to be done 2. Spot early warning signs • Effective control and before projects fail governance 3. Ensure best practices are • Increase likeliness of followed and critical steps success are not overlooked
  33. 33. Thanks for attending !For questions or for more information: peter_lechner@compaid.com 610-530-5230 www.CAIBuzz.com

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