Working with the Ps:
Projects, People, Process, and Protocol
Process, People and Project Success
1
January 31, 2015
©2012 ...
2
We Have a Problem
January 31, 2015
©2012 eCameron, Inc.
3
Goal
January 31, 2015
©2012 eCameron, Inc.
The influence of people and processes
Understanding and working with their ef...
4
Case Study
January 31, 2015
©2012 eCameron, Inc.
Case Study
A fixed-price project had
been running for two years
by a se...
5
Problems
January 31, 2015
©2012 eCameron, Inc.
Case Study
The change management process was not
being used—the project m...
6
Common Failure Reasons
January 31, 2015
©2012 eCameron, Inc.
Team
Process
Customer
Poor product knowledge
Lack of projec...
7
Is There Any Empirical Data?
January 31, 2015
©2012 eCameron, Inc.
1 CHAOS Summary 2009 Report, The Standish Group Inter...
What are they
• What is the breadth of processes in our lives?
September 27, 2011
©2011 eCameron, Inc.
8
9
Process
January 31, 2015
©2012 eCameron, Inc.
Trust
Predictability
Repeatability
Identify and point
out issues
Examine One Process - Estimation
10January 31, 2015
©2012 eCameron, Inc.
What are some estimation
processes?
Averages, Bud...
11
Personal Bias
January 31, 2015
©2012 eCameron, Inc.
Why the difference?
How much time would you
allot to get to the air...
12
People
January 31, 2015
©2012 eCameron, Inc.
People choose to
follow processes
(or not)
People have the skills
(or not)...
13
Process and Passion
January 31, 2015
©2012 eCameron, Inc.
Idea for
a picture
Are you passionate about
developing projec...
14
Motivation
January 31, 2015
©2012 eCameron, Inc.
• Daniel Pink
http://www.youtube.com/watch?v=u6XAPnuFjJc
15January 31, 2015
©2012 eCameron, Inc.
High performing
individuals using
cognitive skills
Management equates to
complianc...
16
Mastery
January 31, 2015
©2012 eCameron, Inc.
Challenge
Contribute
Excel
18January 31, 2015
©2012 eCameron, Inc.
18
Purpose
19
Summary
• Process makes our lives easier
• However, we also like challenge and creativity
• Personal biases make our
vi...
20
Thank You!
January 31, 2015
©2012 eCameron, Inc.
Questions?
Available at all bookstores
or
RescueTheProblemProject.com
...
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  • How many of you are 6 Sigma (green, black, master, fuchsia)
    How many of you are familiar with PMI? PMP?
    So this should make you feel comfortable…
    Do you like pointing a problem here and fixing it?
    How about…
  • How many of you have been on a project where process was not followed? Why?
    Why was the project manager replaced and not just counseled on how to do things better?
  • So let’s bring it back to our world—the office.
  • Drive to work.
    Processes at work
    Life saving processes
  • Jokingly disqualify construction people. If there are too many of them, quickly explain IT. See how many people say DELPHI, PERT. Hold that and remind them that that is a process to handle the estimates not to get them.
    Guess, past experience, talk to others… there is no process. It’s people. Mention there is another presentation that takes over an hour the does nothing but dwell on this subject, we can only gloss over it here.
  • Enough dry stuff… When the project starts, what biases the numbers?
    Ask these questions one-by-one and get a number of people to answer (try the “who doesn’t want to answer trick”)
    Add to this list the question of it being a fun task? What happens to that estimate?
  • Todd williams

    1. 1. Working with the Ps: Projects, People, Process, and Protocol Process, People and Project Success 1 January 31, 2015 ©2012 eCameron, Inc. Prepared for: By: Todd C. Williams
    2. 2. 2 We Have a Problem January 31, 2015 ©2012 eCameron, Inc.
    3. 3. 3 Goal January 31, 2015 ©2012 eCameron, Inc. The influence of people and processes Understanding and working with their effect
    4. 4. 4 Case Study January 31, 2015 ©2012 eCameron, Inc. Case Study A fixed-price project had been running for two years by a seasoned project manager. It was red and an audit was requested. Everyone was frustrated by slow progress Change request log had five change orders Only the project manager and his assistant could go to the Steering Committee meeting
    5. 5. 5 Problems January 31, 2015 ©2012 eCameron, Inc. Case Study The change management process was not being used—the project managers were handling the changes through trades The project manager was out of touch with the team Communication was hampered The project manager had to be replaced The customer was missing deliverables and functional specification could not be written
    6. 6. 6 Common Failure Reasons January 31, 2015 ©2012 eCameron, Inc. Team Process Customer Poor product knowledge Lack of project management Difficult, trying to get something for nothing Change Management/Scope Issues Documentation Estimation/Scheduling Risk Management Communication Management support Attitude/motivation Skill set Interrelationships
    7. 7. 7 Is There Any Empirical Data? January 31, 2015 ©2012 eCameron, Inc. 1 CHAOS Summary 2009 Report, The Standish Group International, Incorporated, White Paper, April, 2009. 2 Charts compiled from note 1 and My Life is Failure, Jim Johnson, The Standish Group Inc;, 2006, Page 4 Looking at the trends Success is climbing1 Cancelations are trending up, but Challenged are getting less. Better enterprise management? Stop throwing good money at bad. Better process? Not apparent. My experience, smaller, less complex projects. Better definition? (i.e. less complex) Can’t find supporting data
    8. 8. What are they • What is the breadth of processes in our lives? September 27, 2011 ©2011 eCameron, Inc. 8
    9. 9. 9 Process January 31, 2015 ©2012 eCameron, Inc. Trust Predictability Repeatability Identify and point out issues
    10. 10. Examine One Process - Estimation 10January 31, 2015 ©2012 eCameron, Inc. What are some estimation processes? Averages, Budgeting, PERT, Delphi and others Where do we get estimates? Use external sourcess Develop “comfortable” numbers
    11. 11. 11 Personal Bias January 31, 2015 ©2012 eCameron, Inc. Why the difference? How much time would you allot to get to the airport to pick up your neighbor How about picking up your boss from out of town? What if it were the President?
    12. 12. 12 People January 31, 2015 ©2012 eCameron, Inc. People choose to follow processes (or not) People have the skills (or not) People follow direction (or not) People communicate with others (or not)
    13. 13. 13 Process and Passion January 31, 2015 ©2012 eCameron, Inc. Idea for a picture Are you passionate about developing project charters, risk determination, soliciting budget numbers, and running test scripts? What tasks on a project makes you passionate? Process stifles creativity: Month-end close = good Innovation = problematic Creativity drives most people
    14. 14. 14 Motivation January 31, 2015 ©2012 eCameron, Inc. • Daniel Pink http://www.youtube.com/watch?v=u6XAPnuFjJc
    15. 15. 15January 31, 2015 ©2012 eCameron, Inc. High performing individuals using cognitive skills Management equates to compliance Self-directed people are engaged Autonomy
    16. 16. 16 Mastery January 31, 2015 ©2012 eCameron, Inc. Challenge Contribute Excel
    17. 17. 18January 31, 2015 ©2012 eCameron, Inc. 18 Purpose
    18. 18. 19 Summary • Process makes our lives easier • However, we also like challenge and creativity • Personal biases make our view of work different based on external factors • High performing people doing cognitive work want: – Autonomy – Mastery – Purpose January 31, 2015 ©2012 eCameron, Inc.
    19. 19. 20 Thank You! January 31, 2015 ©2012 eCameron, Inc. Questions? Available at all bookstores or RescueTheProblemProject.com AMACOM, 2011 Contact Todd C. Williams 1-360-834-7361 todd.williams@ecaminc.com http://ecaminc.com http://linkedin.com/in/BackFromRed Twitter: http://twitter.com/BackFromRed Do you want to learn more?

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