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CARDIO – How to Manage a Healthy Project<br />A simple technique to control “loose ends” on your project<br />
Controlling Your Project<br />It is rarely the big problems that trip up projects<br />It is the small problems you someho...
What is CARDIO?<br />Constraint: 	Environmental factor the 		project team will have to work 		around in order to deliver t...
Constraints<br />Projects often start with pre-defined parameters, e.g.:<br />A fixed deadline imposed by legislation<br /...
Assumptions<br />Nothing can kill a project faster than a number of false assumptions.<br />Identify assumptions<br />Stat...
Risks<br />Risks originate in the uncertainty that is inherent in all projects.<br />Known risks can be planned for and th...
Risk ManagementIdentify Risks<br />Technical<br />Problems<br />     Loss of<br />Key Resources<br />  Vendor<br />Deliver...
Risk ManagementAssess the Risks<br />Review risks identified in CARDIO process<br />Determine the likelihood of occurrence...
Risk ManagementRisk Response Planning<br />Problem<br />Cause<br />Effect<br />Contingency Plan<br />Prevention Plan<br />...
Issues <br />When teams come together, discussions and disagreements are a normal part of the agenda<br />In meetings and ...
Issues ManagementCapturing Issues<br />Identify through CARDIO Process<br />Record and Track in Central Repository<br />Ow...
Issue ManagementControlling Problems<br /><ul><li>Develop a formal process
Distinguish between issues and problems
Prioritize and record all problems
Include Risk Management plans</li></ul>Oh, and by the way…<br />… do not ‘slay the messenger’<br />RECOGNITION<br />      ...
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1 Cardio Management

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Looking for a simple way to keep your project under control? Use CARDIO as a tool to manage your project risks and issues!

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1 Cardio 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 />

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