Recommended
Recommended
More Related Content
What's hot
What's hot (20)
Similar to Tough projects keeping them on course -1- mike mellin 02-18-16
Similar to Tough projects keeping them on course -1- mike mellin 02-18-16 (20)
Recently uploaded
Recently uploaded (20)
Tough projects keeping them on course -1- mike mellin 02-18-16
- 1. Tough Projects Keeping them on Course What can make the difference between Success and Failure? MIKE MELLIN, BSEE/MS Senior Project Manager Dunhill Technical Services, LLC Las Vegas, Nevada 89139 858-405-7633 – MikeMellin@AOL.com TEAMWORK IS A MUST PLOT YOUR COURSE PRESENTATION TO THE PMI SOUTHERN NEVADA CHAPTER FEBRUARY 18, 2016
- 2. REAL WORLD PROJECT EXPERIENCES – KEEPING YOUR PROJECT ON COURSE • TOUGH PROJECTS ARE ALWAYS A CHALLENGE – TAKE IT TO SUCCESS • THE PROJECT PLAN – IF THEIR ISN’T ONE – CREATE IT – YOU THEN HAVE A COURSE • SCOPE, REQUIREMENTS THEN A DESIGN OF WHAT WE WILL BUILD AND SUPPORT • THINK OUTSIDE THE BOX – BE A VISIONARY – BE POSITIVE • LEADERSHIP IS SO IMPORANT – TEAMWORK EVERYONE IS PART OF THE TEAM • COMMUNICATE WITH EVERYONE - AND BE ALSO KNOW TO WHEN TO LISTEN • ALL TASKS ARE IMPORTANT AND LEAD TO MILESTONE ACCOMPLISHED • USE TOOLS TO NAVAGATE AND MANAGE YOU PLAN AND CRITICAL PATH ITEMS • KNOW WHO YOUR CUSTOMERS ARE, AND THEIR IMPORTANCE FOR SUCCESS • LOOK FOR LOW HANGING FRUIT – AND GRAP IT FOR A SMALL WINS TO SUCCESS • ASK QUESTIONS – OTHERWISE YOU MAY NOT KNOW THE ANSWERS • THE PLAN SOULD HAVE– START and FINISH - DON’T LET OTHERS MOVE THE FINISH • FOCUS ON THE GOALS – THE POT IS MORE THAN ½ FULL – 90% MIGHT BE GOOD • HAVE A BUDGET, MANAGE IT, AND DON’T LET OTHERS STEAL YOUR CHEESE 2 WHAT CAN WE LEARN FROM TOUGH PROJECTS and HAVE SUCCESSFUL WINS?
- 3. WHAT CAN LEAD TO SUCCESS OR FAILURE of a PROJECT – Is failure an Option? SUCCESS is the result of perfection, hard work, learning from failures, loyalty, and persistence - Colin Powell TOP TEN FACTORS WHY PROJECTS COULD FAIL – IMPORTANT TO MANAGE THESE: 1. Scope Creep – Lack of or Changing Requirements 2. Resources Allocations 3. Poor Communication 4. Stakeholder Management and User Involvement 5. Poor to no Budget Estimates – No Reserves 6. No Risk Management 7. Unsupported Project Culture 8. Leadership and Team Work 9. Schedule and Critical Path Management 10. Technology Capabilities and Management 3
- 4. Project Life Cycle Navigation - PMBOK 5th •High Level Process Groups for a Project Initiating – Goal – PROJECT CHARTER Business goals and objectives Project Statement of Work Sponsor(s) Stakeholders (key and others) Charter presentation and approval Planning Project Plan Scope, requirements, schedule, costs Budget Team Staffing Executing Team and Training Procurement Communications Deliverables Acceptance Monitoring and Controlling Milestones against the plan Project Accounting and Budget Variances +/ - Risk and Issue Management Progress reporting Closing Accounting and final Invoicing Final Acceptance Contract Closures Hand-off to support with training Post Implementation Reports 4 4
- 5. YOUR PROJECT CHARTER – AUTHORITY AND GUIDE TO YOUR MAP- OUTLINE – KEY TO SUCCESS • EXECUTIVE SUMMARY • REFERENCE DOCUMENTS • PURPOSE OF PROJECT • BENEFITS • PROJECT MANAGEMENT STRAGETY • SCOPE AND OBJECTIVES • PROJECT STAKEHOLDERS • AUTHORITIES – • SPONSOR, COMMITTEES, PM • ORGANIZATIONAL RELATIONSHIPS • SCHEDULE – HIGH LEVEL • RESOURCES • MAJOR MILESTONES • BUDGET • METRICS AND KEY PERFORMANCE INDICATORS (KPI’S) – LIKE EARNED VALUE (CPI, SPI, EAC…) • KEY SUCCESS FACTORS • RISKS • APPROVALS 5 PROJECT CHARTER SAMPLE
- 6. PROJECT SPONSOR(S) Typically One $$$ & Authority Identify KEY STAKEHOLDERS – Keep Informed - Communication 6
- 7. PROJECT MANAGEMENT PLAN – KEY ELEMENTS *SOMETHINGS SPECIFIC FOR YOUR PROJECT Acceptance Criteria Acceptance Criteria and Methods Change Management Plan – Change, Release, Updates Communications Plan Configuration Management and Control Cost Management Plan –Includes Cost Baseline Issue Management Plan Organization – Also covered in Project Charter Pilot Program – New Products and Releases Procurement Management (as applicable) Project Reporting Quality Assurance Oversight Quality Plan Risk Management Plan Schedule Management Plan – Includes Schedule Baseline Statement of Scope and Work (SOW) Steering Committees - Project and Possibly Executive 7 SAMPLE PROJECT ORGANIZATION
- 8. SCOPE CREEP – MAKE SURE YOU HAVE CLEAR AND CONSISE BUSINESS AND SCOPE REQUIREMENTS SCOPE = The sum of the products, services, and results to be provided as a Project KEEP THE CART BEFORE THE HORSE • Business Requirements (BRD) • Technical Requirements (TRD) • Statement of Scope/Work • Key Dates and Milestones • Funding Sources and Budget • Baseline Everything • Manage Change Requirements will define the Scope 8 KEY FACTORS TO HAVE AND MANAGE
- 9. Project Management Triple Constraint or Iron Triangle – Keeping the Project On Course 9
- 10. YOUR PROJECT PLAN AND SCHEDULE – KEY TO KEEPING ON COURSE Key Components • Major Phases • Tasks and Durations = Work = WBS • Task Dependencies • Cost loaded Resources • Milestones and Key Dates • Critical PATH • Beginning and End 10
- 11. RESOURCE LOADED PROJECT WITH PERCENT COMPLETE 11
- 12. HAVING INTEGRATED TOOLS – DASHBOARD FOR VISUAL MANAGEMENT AND SUCCESS 12
- 13. BUDGET MANAGEMENT • Status with Authorized Budget Baseline – Typically part of Project Charter • Break it down by manageable components • Update Costs weekly • Use Earned Value when Possible • Project and Management Reserves – Know your Organization Systems • Work Authorization and Time Keeping – Important • Control who is charging to your project – Resources, Material, etc.… • Manage Reserves and Variances • Project Reserves in Project Budget • Management Reserves – Senior Management • Update in Periodic Reports – ON TIME Not Recommended 13
- 14. Project Budget Breakdown [A] [B] [C] Variance Item Description Current Baseline Actual Expenditures Projected Variance = [A] – [B] – [C] from Plan- Mod3 Budget Plan- Mod3 To Date Amount to Complete Budget M&A Analysis and Reporting $50,000 $49,685 $315 $0 Business and Operational Support $21,392 $17,145 $4,247 $0 Design-Engineering Services) (G4S) $431,537 $431,537 $0 $0 External Quality Assurance (Level 2) $48,161 $48,161 $0 $1 G&A G4S $522,892 $509,398 $13,494 $0 Hardware - All Sites (G4S) $1,212,850 $1,168,899 $43,951 $0 Hardware - Network and Server Infrastructure (WSF IT) $97,982 $34,528 $63,454 $0 Installation & Test (G4S) $571,982 $558,153 $13,829 ($0) Project Management - IT Personal Services $410,099 $387,363 $22,736 $0 Request for Proposal (RFP/RFI) $81,726 $81,726 $0 $0 Software Licenses (G4S) $1,034,332 $1,009,680 $24,652 $0 Specification and Design - Personal Services $247,612 $ 234,445.48 $13,167 $0 *Training (G4S) $34,049 $34,049 ($0) $0 FY 2010 Surplus ($6,833) Totals > $4,764,614 $4,564,769 $193,012 $0 BUDGET VERSES ACTUALS WITH VARIANCE 14 0 500000 1000000 1500000 2000000 2500000 3000000 3500000 4000000 4500000 5000000 Jun-12 Aug-12 Oct-12 Dec-12 Feb-13 Apr-13 Jun-13 Aug-13 Oct-13 Dec-13 Feb-14 Apr-14 Budget Verses Actuals Balance Availabl e Total Expendi tures Series3
- 15. BUDGET GRAPHIC ALLOCATIONS 15 WSF Accounting - 1%, $50,000 , 1% WSF Security Support - 0.5%, $21,392 , 0% Detailed Design G4S 9%, $431,537 , 9% Quality Assurance - 1%, $48,161 , 1% General and Administrative (G&A) G4S - 11%, $522,892 , 11% Hardware G4S - 29%, $1,212,850 , 25% Hardware WSF IT - 2%, $97,982 , 2% Installation and Test - 12%, $571,982 , 12% Project Management and Reporting - 9%, $410,099 , 9% RFI and RFP PM - 2%, $81,726 , 2% Software G4S - 22%, $1,034,332 , 22% Requirements G4S - 5%, $247,612 , 5% Training G4S - 1%, $34,049 , 1% WSF Accounting - 1% WSF Security Support - 0.5% Detailed Design G4S 9% Quality Assurance - 1% General and Administrative (G&A) G4S - 11% Hardware G4S - 29% Hardware WSF IT - 2% Installation and Test - 12% Project Management and Reporting - 9% RFI and RFP PM - 2% Software G4S - 22% Requirements G4S - 5% Training G4S - 1%
- 16. COMMUNICATIONS – MOST IMPORTANT FOR PROJECTS SUCCESS • KICK-OFF MEETING – START OF PROJECT – ALL STAKEHOLDERS • DAILY STAND-UPS – Project Team Key Personnel • DAILY with Procurements and Sub Contractors • BI-Weekly Status to Management • Monthly Steering Committees • Quarterly Reviews – Sponsor and Executives • Change and Configuration Control Meetings • Demonstrations based on Key Milestones • One-One – Project Manager and Key Stakeholders • Most Effective – Oral Face to Face - Tele/Video Communications • Project War Room – Typically key conference room - Make it Visual MAJOR EVENTS AND TASKS SHOULD BE COMMUNICATED TO KEY STAKEHOLDERS 16
- 17. • Agenda • Status • Milestones • Issues • Risks • Events • Calendar • Actions • Minutes MEETINGS CAN BE RECURRING OR SPECIAL – ALWAYS NOTICE AND AGENDA IN ADVANCE MEETINGS –MOST IMPORTANT TO KEEP YOUR PROJECT ON COURSE MEETINGS MUST 17
- 18. GETTING YOUR PROJECT MANAGEMENT TOOLS • START WITH YOUR REQUIREMENTS GOALS AND OBJECTIVES • CONSIDER THE CULTURE AND ENVIRONMENT • CONSIDER COST OF OWNERSHIP • SUBSCRIPTION BASED AT A LOWER LIFE-CYCLE COST • DO A COST BENEFIT ANALYSIS • SUPPORTING AND INFRASTRUCTURE INCLUDING TRAINING • POPULAR TOOLS TODAY: • MICROSOFT OFFICE 2016/Office 365 – Subscription Based Options • Word, Excel, PowerPoint, Outlook, OneNote, SharePoint, Skype • Project Management • MS Project/Project Server, ProjectManager.Com (shown today), • SmartSheet, LiquidPlanner, CA Clarity/Workbench, Atlassian JIRA • SUBSCRIPTION BASED INTEGRATED SYSTEM IS SOMETIMES BEST SOLUTION • TEAM DECISION - Based on Requirements • PROTOTYPE - TRY BEFORE YOU BUY – EVERYONE HAS 30 FREE TRIALS • BE AWARE OF FREEWARE 18
- 20. CELLEBRATE SUCCESS AND RECOGNIZE/REWARD EVERYONE ON YOUR TEAM 20
- 21. CONCLUSIONS • TOUGH PROJECTS DON’T NEED TO BE • HAVE YOUR TEAM - KEEP YOUR PROJECTS ON COURSE QUESTIONS? 21
- 22. 22 FLIM CLIP – COACH JOHN WOODEN UCLA
- 23. PMI RESOURCES – FREE TO MEMBERS 23 23
Editor's Notes
- TOUCH PROJECTS – KEEPING THEM ON COURSE – WHAT DID WE FORGET THAT CAN MAKE A DIFFERENCE HAVE A PLAN AND PLOT YOUR COURSE KEEP YOUR TEAM FOCUSED ON SUCCESS COMMUNICATE STAY ON COURSE
- REAL WORLD PROJECT EXPERIENCES – KEEPING YOUR PROJECT ON COURSE TOUGH PROJECTS ARE ALWAYS A CHALLENGE – TAKE IT TO SUCCESS THE PROJECT PLAN – IF THEIR ISN’T ONE – CREATE IT – YOU THEN HAVE A COURSE SCOPE, REQUIREMENTS THEN A DESIGN OF WHAT WE WILL BUILD AND SUPPORT THINK OUTSIDE THE BOX – BE A VISIONARY – BE POSITIVE LEADERSHIP IS SO IMPORANT – TEAMWORK EVERYONE IS PART OF THE TEAM COMMUNICATE WITH EVERYONE - AND BE ALSO KNOW TO WHEN TO LISTEN ALL TASKS ARE IMPORTANT AND LEAD TO MILESTONE ACCOMPLISHED USE TOOLS TO NAVAGATE AND MANAGE YOU PLAN AND CRITICAL PATH ITEMS KNOW WHO YOUR CUSTOMERS ARE, AND THEIR IMPORTANCE FOR SUCCESS LOOK FOR LOW HANGING FRUIT – AND GRAP IT FOR A SMALL WINS TO SUCCESS ASK QUESTIONS – OTHERWISE YOU MAY NOT KNOW THE ANSWERS THE PLAN SOULD HAVE– START and FINISH - DON’T LET OTHERS MOVE THE FINISH FOCUS ON THE GOALS – THE POT IS MORE THAN ½ FULL – 90% MIGHT BE GOOD HAVE A BUDGET, MANAGE IT, AND DON’T LET OTHERS STEAL YOUR CHEESE
- SUCCESS IS is the result of perfection, hard work, learning from failures, loyalty, and persistence - Colin Powell Success is peace of mind which is a direct result of self-satisfaction in knowing you did your best to become the best you are capable of becoming. John Wooden Read more at http://www.brainyquote.com/quotes/quotes/j/johnwooden402561.html#FDiA1ysR7MDXDkkd.99 Scope Creep – Lack of or Changing Requirements Resources Allocations Poor Communication Stakeholder Management and User Involvement Poor to no Budget Estimates – No Reserves No Risk Management Unsupported Project Culture Leadership and Team Work Schedule and Critical Path Management Technology Capabilities and Management
- PROJECT LIFE CYCLE – FIVE PHASES BUT THEY DO OVERLAP AND RECYCLE
- THE PROJECT CHARTER PROBABLY ONE OF THE MOST IMPORTANT DOCUMENTS WE CREATE and KEEP UP TO DATE EXECUTIVE SUMMARY REFERENCE DOCUMENTS PURPOSE OF PROJECT BENEFITS PROJECT MANAGEMENT STRAGETY SCOPE AND OBJECTIVES PROJECT STAKEHOLDERS AUTHORITIES – SPONSOR, COMMITTEES, PM ORGANIZATIONAL RELATIONSHIPS SCHEDULE – HIGH LEVEL RESOURCES MAJOR MILESTONES BUDGET METRICS AND KEY PERFORMANCE INDICATORS (KPI’S) – LIKE EARNED VALUE (CPI, SPI, EAC…) KEY SUCCESS FACTORS RISKS APPROVALS
- KNOW WHO YOUR SPONSOR OR SPONSORS ARE KNOW WHO YOUR STAKEHOLDERS AND THEIR ROLES COMMUNICATE WITH ALL
- KEY ELEMENTS THAT COULD BE SPECIFIC TO YOUR PROJECT Acceptance Criteria Acceptance Criteria and Methods Change Management Plan – Change, Release, Updates Communications Plan Configuration Management and Control Cost Management Plan –Includes Cost Baseline Issue Management Plan Organization – Also covered in Project Charter Pilot Program – New Products and Releases Procurement Management (as applicable) Project Reporting Quality Assurance Oversight Quality Plan Risk Management Plan Schedule Management Plan – Includes Schedule Baseline Statement of Scope and Work (SOW) Steering Committees - Project and Possibly Executive
- SCOPE IS The sum of the products, services, and results to be provided as a Project – ALSO MANY POSSIBLE DEPENDICIES CREEP KEY FACTORS TO MANAGE Business Requirements (BRD) Technical Requirements (TRD) Statement of Scope/Work Key Dates and Milestones Funding Sources and Budget Baseline Everything Manage Change
- THE IRON TRIANGLE – COST, SCOPE, AND SCHEDULE THEN INSIDE PERFORMANCE, TIME, AND RESOURCES QUALITY
- YOUR PROJECT PLAN WITH SCHEDULE- RESOURCE AND COST LOADED Key Components Major Phases Tasks and Durations = Work = WBS Task Dependencies Cost loaded Resources Milestones and Key Dates Critical PATH Beginning and End
- RESOUCES – WHO IS DOING WHAT, WHEN, WILL ALSO GIVE YOU METRICS LIKE COSTS TO DATE
- THE DASH BOARD – EVERYONELOVES THESE BUT MAKE THEM MEANINGFUL
- BUDGETS AND MANAGEMENT OF BUDGETS REPORTING AND STATUS Status with Authorized Budget Baseline – Typically part of Project Charter Break it down by manageable components Update Costs weekly Use Earned Value when Possible Project and Management Reserves – Know your Organization Systems Work Authorization and Time Keeping – Important Control who is charging to your project – Resources, Material, etc.… Manage Reserves and Variances Project Reserves in Project Budget Management Reserves – Senior Management Update in Periodic Reports – ON TIME
- BUDGET VERSES ACTUALS – WHERE ARE WE TO THE PLAN
- FUNCTIONAL ALLOCATION OF BUDGETS
- COMMUNICATION – MOST IMPORTANT FOR A PROJECTS SUCCESS MAJOR EVENTS AND TASKS SHOULD BE COMMUNICATED TO KEY STAKEHOLDERS KICK-OFF MEETING – START OF PROJECT – ALL STAKEHOLDERS DAILY STAND-UPS – Project Team Key Personnel DAILY with Procurements and Sub Contractors BI-Weekly Status to Management Monthly Steering Committees Quarterly Reviews – Sponsor and Executives Change and Configuration Control Meetings Demonstrations based on Key Milestones One-One – Project Manager and Key Stakeholders Most Effective – Oral Face to Face - Tele/Video Communications Project War Room – Typically key conference room - Make it Visual
- MEETINGS – Agenda Status Milestones Issues Risks Events Calendar Actions Minutes
- PROJECT MANAGEMENT TOOLS – GETTING THE RIGHT ONES START WITH YOUR REQUIREMENTS GOALS AND OBJECTIVES CONSIDER THE CULTURE AND ENVIRONMENT CONSIDER COST OF OWNERSHIP SUBSCRIPTION BASED AT A LOWER LIFE-CYCLE COST DO A COST BENEFIT ANALYSIS SUPPORTING AND INFRASTRUCTURE INCLUDING TRAINING POPULAR TOOLS TODAY: MICROSOFT OFFICE 2016/Office 365 – Subscription Based Options Word, Excel, PowerPoint, Outlook, OneNote, SharePoint, Skype Project Management MS Project/Project Server, ProjectManager.Com (shown today), SmartSheet, LiquidPlanner, CA Clarity/Workbench, Atlassian JIRA SUBSCRIPTION BASED INTEGRATED SYSTEM IS SOMETIMES BEST SOLUTION TEAM DECISION - Based on Requirements PROTOTYPE - TRY BEFORE YOU BUY – EVERYONE HAS 30 FREE TRIALS BE AWARE OF FREEWARE
- COACHING BASKETBALL – VIDEO TO FOLLOW – THE BIG PYRAMID
- CELLEBRATE SUCCESS AND RECOGNIZE/REWARD EVERYONE ON YOUR TEAM