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10WAYSTO INCREASE
YOUR PROJECT’S SUCCESS
Project Management Workshop
Brandon Olson, PhD
Purpose
•Defineprojects and project management
•Evaluate highly visible failed projects
•Describe the purpose of risk mana...
Agenda
• Definitions
• Project Management
• Risk Management
• Project Failures
• Sources of Project Failures
Agenda
•Definitions
• Project Management
• Risk Management
• Project Failures
• Sources of Project Failures
Definitions of Project Management
• "...a complex, non-routine, one-time effort limited by
time, budget, resources, and pe...
Project Characteristics
Kerzner, 2009
Specific Objective with
Defined Specifications
Defined Start
and End Dates
Funding L...
Operations vs. Projects
Operations Projects
Taking notes in class Writing a research paper
Recording sales into ledger Set...
Agenda
• Definitions
•Project Management
• Risk Management
• Project Failures
• Sources of Project Failures
Purpose of Project Management
Project ManagementA B
Change
Project Sources
Increase Revenue
(expand services)
Reduce Expenses
Directive
New product/services
Market Expansion
Increas...
Why Projects?
Operational Islands
Project Management
Scope
TimeCost
Project
Manager
Project Success
• Delivered 100% functionality
• On time
• Within Budget
ProjectTeam and Stakeholders
Project
Champion
Project
Owner/Sponsor
(client)
Project
Manager
ProjectTeam
(Multidisciplinar...
Agenda
• Definitions
• Project Management
•Risk Management
• Project Failures
• Sources of Project Failures
Risk Management
Looking for Risk
• Variables
• Scope
• Budget
• Schedule
• ProjectTeam
• Stakeholders
• Internal Events and Environment
• ...
Risk Register
Uncertainty Consequences Potential Time Performance Level
No Signature Project on hold until client signs 2%...
Contingency Planning
Event Affect on Project ActionsTaken
UPS strike Delays in shipping products to sites Fleet vehicles a...
Agenda
• Definitions
• Project Management
• Risk Management
•Project Failures
• Sources of Project Failures
“What can
possibly go
wrong
with my project?”
Project Case #1
Project Case #2
Project Case #3
Agenda
• Definitions
• Project Management
• Risk Management
• Project Failures
•Sources of Project Failures
Sources of Project Failures
1. Project Champion
2. Process Shortcuts
3. Expectations
Management
4. Variable Lock-In
5. Est...
Source 1: Project Champion
• Project is approved without a champion
• Champion leaves the organization
• Champion loses in...
Source 2: Process Shortcuts
• Skipping steps in the selected processes
• Incomplete or portly executed processes
• Ignore ...
Source 2: Expectations Management
• Unknown or ambiguous deliverables / goals
• Scope / Feature Creep
• Fluid requirements...
Source 4:Variable Lock-In
• Committing to initial estimates
• Estimates established without thorough analysis
• Estimates ...
Source 5: EstimatingTechniques
• Estimates are influenced by internal/external pressures
• Estimates are based on uneducat...
Source 6: Optimism
• Project team does not evaluate affect of issues and risks
• Project team discounts true affect of iss...
Source 7: Resource Assumptions
• Mythical Man Month (Brooks, 1975)
• Adding resources reduced project duration
• 2x resour...
Source 8: People Management
• Project managers promoted without development
• Project managers value tasks over managing t...
Source 9: Adapting to Change
• Change in organizational priorities
• Change to organizational processes
• Change in extern...
Source 10: Insufficient Resources
• Insufficient funding or material resources
• Insufficient staff or missing skill sets
...
Monitor and Control
Evaluate
Progress
Identify
Risks
Assess
Risks
Develop
Plans
Execute
Plans
Communicate
References
• Brooks, F. (1975). The mythical man-month. Reading, PA: Addison-Wesley.
• Gale, S. (2011). Failure rates fina...
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10 Ways to Increase Your Project's Success

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10 Ways to Increase Your Project's Success

  1. 1. 10WAYSTO INCREASE YOUR PROJECT’S SUCCESS Project Management Workshop Brandon Olson, PhD
  2. 2. Purpose •Defineprojects and project management •Evaluate highly visible failed projects •Describe the purpose of risk management •Identify common sources of project failure •Develop methods to address common failures
  3. 3. Agenda • Definitions • Project Management • Risk Management • Project Failures • Sources of Project Failures
  4. 4. Agenda •Definitions • Project Management • Risk Management • Project Failures • Sources of Project Failures
  5. 5. Definitions of Project Management • "...a complex, non-routine, one-time effort limited by time, budget, resources, and performance specifications designed to meet customer needs (Gray & Larson, 2008) • "...a temporary endeavor undertaken to create a unique product, service, or result.“ (PMI, 2008) One-Time
  6. 6. Project Characteristics Kerzner, 2009 Specific Objective with Defined Specifications Defined Start and End Dates Funding Limitations Consume Human and Nonhuman Resources Multiple Disciplines
  7. 7. Operations vs. Projects Operations Projects Taking notes in class Writing a research paper Recording sales into ledger Setting up sales kiosk for convention Practicing a musical instrument Writing a new piece of music Manufacturing the iPhone Designing the new OS Attaching sales tags to merchandise Implementing a new RFID system Adapted from Gray & Larson, 2008
  8. 8. Agenda • Definitions •Project Management • Risk Management • Project Failures • Sources of Project Failures
  9. 9. Purpose of Project Management Project ManagementA B Change
  10. 10. Project Sources Increase Revenue (expand services) Reduce Expenses Directive New product/services Market Expansion Increased Scalability Process Improvement Decision Making Government Compliance Self-Imposed Competitive Standards
  11. 11. Why Projects? Operational Islands
  12. 12. Project Management Scope TimeCost Project Manager
  13. 13. Project Success • Delivered 100% functionality • On time • Within Budget
  14. 14. ProjectTeam and Stakeholders Project Champion Project Owner/Sponsor (client) Project Manager ProjectTeam (Multidisciplinary Specialists) Customers (Recipients of Outcomes)
  15. 15. Agenda • Definitions • Project Management •Risk Management • Project Failures • Sources of Project Failures
  16. 16. Risk Management
  17. 17. Looking for Risk • Variables • Scope • Budget • Schedule • ProjectTeam • Stakeholders • Internal Events and Environment • External Events and Environment
  18. 18. Risk Register Uncertainty Consequences Potential Time Performance Level No Signature Project on hold until client signs 2% 3% 0% UPS strike Product materials cannot be shipped to product site and must be hand delivered 25% 50% 10% Current development server crashes again All new development and modifications are halted until server can be replaced 75% 25% 80% High Risk Moderate Risk Low Risk
  19. 19. Contingency Planning Event Affect on Project ActionsTaken UPS strike Delays in shipping products to sites Fleet vehicles are available and project team can deliver products to individual sites. Server Crash Stoppage of work in the test and development environments New server has been ordered and the costs will be covered by the IT department.
  20. 20. Agenda • Definitions • Project Management • Risk Management •Project Failures • Sources of Project Failures
  21. 21. “What can possibly go wrong with my project?”
  22. 22. Project Case #1
  23. 23. Project Case #2
  24. 24. Project Case #3
  25. 25. Agenda • Definitions • Project Management • Risk Management • Project Failures •Sources of Project Failures
  26. 26. Sources of Project Failures 1. Project Champion 2. Process Shortcuts 3. Expectations Management 4. Variable Lock-In 5. EstimatingTechniques 6. Optimism 7. Resource Assumptions 8. People Management 9. Adapting to Change 10. Insufficient Resources Adapted fromWhitten & Bentley, 2007
  27. 27. Source 1: Project Champion • Project is approved without a champion • Champion leaves the organization • Champion loses interest in the project Effect Project ActionsTaken
  28. 28. Source 2: Process Shortcuts • Skipping steps in the selected processes • Incomplete or portly executed processes • Ignore process altogether Effect Project ActionsTaken
  29. 29. Source 2: Expectations Management • Unknown or ambiguous deliverables / goals • Scope / Feature Creep • Fluid requirements Effect Project ActionsTaken
  30. 30. Source 4:Variable Lock-In • Committing to initial estimates • Estimates established without thorough analysis • Estimates do not consider recent changes Effect Project ActionsTaken
  31. 31. Source 5: EstimatingTechniques • Estimates are influenced by internal/external pressures • Estimates are based on uneducated estimates • Estimates are based on padded hours Effect Project ActionsTaken
  32. 32. Source 6: Optimism • Project team does not evaluate affect of issues and risks • Project team discounts true affect of issues and risks • Project team assumes issues or time can be addressed later Effect Project ActionsTaken
  33. 33. Source 7: Resource Assumptions • Mythical Man Month (Brooks, 1975) • Adding resources reduced project duration • 2x resources reduces schedule by 50% Effect Project ActionsTaken
  34. 34. Source 8: People Management • Project managers promoted without development • Project managers value tasks over managing team • Project managers value tasks over communications Effect Project ActionsTaken
  35. 35. Source 9: Adapting to Change • Change in organizational priorities • Change to organizational processes • Change in external environment Effect Project ActionsTaken
  36. 36. Source 10: Insufficient Resources • Insufficient funding or material resources • Insufficient staff or missing skill sets • Insufficient experience Effect Project ActionsTaken
  37. 37. Monitor and Control Evaluate Progress Identify Risks Assess Risks Develop Plans Execute Plans Communicate
  38. 38. References • Brooks, F. (1975). The mythical man-month. Reading, PA: Addison-Wesley. • Gale, S. (2011). Failure rates finally drop. PM Network, 25(8), 10-11. • Gale, S. (2013, April). Finding the competitive edge. PM Network, 27(4), 39-43. • Gray, C.F., & Larson, E.W. (2008). Project management:The managerial process (4th ed.). Boston, MA: McGraw Hill. • Kerzner, H. (2009). Project management: A systems approach to planning, scheduling, and controlling. NewYork, NY: Wiley. • Project Management Institute (2008). A guide to the project management body of knowledge (4th ed.). Newtown Square: PA:Author. • Whitten, J.L., & Bentley, L.D. (2007). Systems analysis and design methods (7th ed.). Boston, MA: McGrawHill /Irwin. http://faculty.css.edu/bolson1/presentations/ProjectSuccess.pdf

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