1 C A R D I O Management


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Looking for a simple way to control your project? CARDIO is a simple tool to keep track of risks, issues, assumptions and project constraints

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  • Many projects run into trouble, not because of the “big stuff”, the problems that management already anticipated, and where you could see the writing on the wall from the start, but because of the “small stuff” There is a saying that the “devil is in the details”, and that is certainly true for projects. There is the vendor delivery delay that is slowing down your timeline, the user group that you missed and that is coming up with last-minute requirements, those time constraints that one stakeholder had, because he was going to be out of town for a number of weeks.What if you had a structured way of capturing all this “stuff”, the remark made in passing, that side-bar discussion in a meeting, and keep it all together, and it would feed your risk register and end up in your issues log or become part of your project plan?CARDIO is such a technique. It is very simple to use, it’s a fun tool to collaborate in teams and it captures all the “small stuff”I’ve worked on healthcare projects for many years, and one of the things you can learn from being around doctors and nurses for a while is that many conditions like heart disease don’t happen over night. They build up over a life-time until that fatal moment when someone actually has a heart attack. Well, think of CARDIO as a way to establish a healthy project lifestyle and to identify and eliminate all the little things that can cause big problems further on.
  • CARDIO is a simple and easy to use process that you can employ throughout your project. Write down your first assumptions and constraints when you first investigate the feasibility of a project, add definitions, risks and out of scope items as you scope your work and continue collecting CARDIO items and work your issues during every planning and status meeting until the end of the project.Ensure all of your CARDIO items are properly documented. In meetings you may first record them on flipcharts or an online collaboration too. Then port them into a central repository.For your Risks, Assumptions and Issues always assign owners and due dates. You need mitigation plans, resolution and verification at specific times to avoid problems later on. With risks you also want to make sure your analysis is in place and drives your mitigation planning. For example a low impact low probability risk may not require any planning at all. You just decide to wait it out, because it will be no big deal, even if it does happen.Review your open CARDIO items often, and finally keep using the process throughout the lifecycle of your project.If you want to learn about other simple, but effective ways to control your project, please contact us and talk to us about our custom project training courses.
  • 1 C A R D I O Management

    1. 1. CARDIO – How to Manage a Healthy Project<br />A simple technique to control “loose ends” on your project<br />
    2. 2. Controlling Your Project<br />It is rarely the big problems that trip up projects<br />It is the small problems you somehow missed<br />What if you could capture all the “small stuff” and take care of it, before it caused any problems?<br />That’s where CARDIO comes in!<br />Think of it like having a healthy project lifestyle to prevent a project coronary!<br />
    3. 3. What is CARDIO?<br />Constraint: Environmental factor the project team will have to work around in order to deliver the project successfully.<br />Assumption: Something taken to be true without proof or demonstration in order to move forward with the planning.<br />Risk: Occurrence which may affect the project for better or worse. <br />Definition: Statement of the meaning of a word, phrase, or expression.<br />Issue: A point of debate, discussion or dispute which needs to be resolved.<br />Out of Scope: Requirements/ tasks not within the project scope.<br />
    4. 4. Constraints<br />Projects often start with pre-defined parameters, e.g.:<br />A fixed deadline imposed by legislation<br />A fixed budget determined by financial concerns<br />Tolerance-levels as to the amount of disruption the project may cause<br />Demands for certifications, security-clearance-levels and skills of staff working on the project<br />Styles of behavior dictated by the organization’s culture, e.g. consensus by all vs. unilateral decision-making<br />
    5. 5. Assumptions<br />Nothing can kill a project faster than a number of false assumptions.<br />Identify assumptions<br />State your assumptions as facts, so you know what you currently believe to be true<br />Record all assumptions<br />Assign responsibility for validation<br />Set a time frame for validation<br />Track progress of assumptions<br />Document whether an assumption was in fact true, or what you found out contrary to what you originally believed to be true<br />Make appropriate decisions<br />
    6. 6. Risks<br />Risks originate in the uncertainty that is inherent in all projects.<br />Known risks can be planned for and the project team can devise a strategy on how to deal with them.<br />It is important to weigh both the threats and the rewards a risk may pose (risk-taking vs. risk-avoidance).<br />The project team also needs to understand the risk tolerance of the stakeholders involved in the project.<br />All identified risks need to be documented and will be revisited during planning for development of risk response strategies.<br />
    7. 7. Risk ManagementIdentify Risks<br />Technical<br />Problems<br /> Loss of<br />Key Resources<br /> Vendor<br />Deliveries<br />Reorganization<br />Interfaces<br /> Changing<br />Requirements<br />Equipment<br /> Failure<br />Miscommunication<br />Find a proactive and realistic alternative to “ALL WILL GO WELL”<br />
    8. 8. Risk ManagementAssess the Risks<br />Review risks identified in CARDIO process<br />Determine the likelihood of occurrenceHi/Med/Low<br />Assess the potential impactHi/Med/Lo<br />Develop Preventative versus Contingency measures as agreed to by client<br />Develop Risk Mitigation Plans<br />Define timely triggers and place milestones on schedule<br />
    9. 9. Risk ManagementRisk Response Planning<br />Problem<br />Cause<br />Effect<br />Contingency Plan<br />Prevention Plan<br />Select risks requiring contingency planning<br />Use CARDIO Matrix to plan preventative and mitigation actions of identified risks<br />Include preventive actions in the project plan<br />Assign responsibility for managing the risks<br />Build sub-plans for each contingency<br />
    10. 10. Issues <br />When teams come together, discussions and disagreements are a normal part of the agenda<br />In meetings and discussions record all issues<br />State issues as a question<br />Assign responsibility for resolution<br />Set a time frame for resolution<br />Track progress of issues<br />Issues are a fact of life<br />
    11. 11. Issues ManagementCapturing Issues<br />Identify through CARDIO Process<br />Record and Track in Central Repository<br />Owner<br />Tracks Issue<br />Drives Resolution<br />Resolve By Date<br />Record the reason for the date<br />Review Open Issues Often<br />Unresolved Issues become Problems or Risks<br />
    12. 12. Issue ManagementControlling Problems<br /><ul><li>Develop a formal process
    13. 13. Distinguish between issues and problems
    14. 14. Prioritize and record all problems
    15. 15. Include Risk Management plans</li></ul>Oh, and by the way…<br />… do not ‘slay the messenger’<br />RECOGNITION<br /> Step 1:<br />NOTIFICATION<br /> Step 2:<br />RESOLUTION<br /> Step 3:<br />PREVENTION<br /> Step 4:<br />
    16. 16. Definitions <br />It is important that project teams and stakeholders speak the same language and have a common understanding of critical terms describing the project scope.<br />Define all unusual terms and acronyms<br />Define core terms describing the project scope, this will help to add quality criteria to deliverables<br />Make sure the definitions work for the team, they do not have to be common dictionary definitions<br />Use for Project Glossary<br />
    17. 17. Out-of-Scope Items <br />Defining what is not part of the project scope can help the project manager later in controlling project scope and avoiding scope creep.<br />Use to document scope which stakeholders have agreed is not part of this project<br />Avoid misunderstandings at end of project during benefit validation<br />Revisit later as potential new project opportunity<br />
    18. 18. CARDIO Throughout the Project<br />All CARDIO items need to be properly documented.<br />For Risks, Assumptions, and Issues:<br />Assign Owners and Target Due Dates<br />Determine Potential Impact and Probability of Occurrence (High, Medium, Low) for Risks <br />Review open items regularly<br />CARDIO Process is used throughout the project<br />