Presentation for Aligning frameworks, models and methodologies across an organization for lselecting projects.

1. Plan For Success
One Size Does Not Fit All
By: Michelle McKinnon
ca.linkedin.com/pub/michelle-mckinnon-pmp/0/394/149/

2. What’s Your Plan? Tired of fitting a square peg into a round hole when it comes to projects? Find it challenging to choose the right Framework, Model,
and/or Methodology?
You are not alone. Many projects fail to meet customer, user, ROI (Return On Investment), 68% Of All Projects Not Successful
delivery, budget and functionality expectations.
Yet every year we continue to do the same thing over and over by fitting trying to fit every
Standish Group stated in their Chaos Report of 2009 that ~68% of all projects are not successful.
project into the same framework, model and/or methodology across the organization. And
every year we expect different results. Where does the insanity end?
By definition projects are unique. What works for one project may not work for another
project.
There is good news! Projects can be categorized into types, which can then be grouped into
a set of frameworks, models and methodologies that work for your organization. Overlay
this with Gates for review and approval and you can roll up monitoring and reporting for
consistency.
Since each framework, model and methodology has a different rhythm, set of rules, and
outcome artifacts classify these rules and artifacts for your organization.
The following matrixes demonstrate how this can be accomplished:

3. Organization Approval Gate Methodology Artifact Alignment Matrix
Gate 1 Gate 2 Gate 3 Gate 4 Gate 5
When To Use Key Business rules Concept Post Implementation
Frame work Planning Execution Closure
(Unique to each organization) (Unique to each organization) Initiation Review
Examples: Examples: Examples: Examples: Examples: Examples: Examples:
- New Product - At least 2 members of team - Business Case - Determine # iterations - Execution of iterations - All Iterations retrospective - Finalize project costs
- New business process familiar with 1 Agile Method - Project Portfolio Prioritization - Release Planning - Daily Scrum - Next Release Planning - Archive documentation
- - Agile team is co-located or has - Approval - Daily Plan - Sprint change request - Outstanding Issues - Complete Project Closure
web conferencing tools - Product Backlog of Features - Scope Initial iteration/sprint - Sprint Retrospective - Post Implementation Document
Agile - Agile Team is cross functional - Release Planning - Requirements refinement Monitoring - Release project team to other
(not just technology) - Architectural design - Paper prototyping - Hot fixes if required projects
- Product Vision and Preliminary - High level plan - Coding, Configuration - Executive Closure
Roadmap available - Scope statement - System & User Testing presentation
- Team is passionate and driven - Other business deliverables - Schedule ROI presentation
Examples: Examples: Examples: Examples: Examples: Examples: Examples:
- Maintenance existing product - Established architecture - Business Case - Finalize base line project plan - Coding - Lessons Learned - Finalize project costs
- Infrastructure Application - Known repeatable delivery - Project Portfolio Prioritization - Create project risk plan - System Unit Testing - Post Implementation Review - Archive documentation
- process - Approval - Detailed requirements - User Acceptance Testing - Outstanding issues and work - Complete Project Closure
- Fixed time fixed price contract - Architectural design documentation - Interface testing around(s) documented Document
- Performance metrics are focused - High level plan - Requirements signoff - Operating Procedures - Hot fixes as required - Release project team to other
Waterfall on delivery date and budget - Project Charter - Interfaces high-level plan - Alpha testing - Post Implementation projects
- Marketing plan if applicable - Beta Testing Monitoring - Executive Closure
- Operational Readiness presentation
- Performance Testing - Schedule ROI presentation
- Security Testing
- Business Continuity Testing
Examples: Examples: Examples: Examples: Examples: Examples: Examples:
- Purchasing 3rd party solution - Preliminary Research has - Business Case - Requirements for RFI/RFP - Installation - Lessons Learned - Finalize project costs
- Configuration & Customization identified 1 or more COTS that - Project Portfolio Prioritization - RFI/RFP process - Configuration - Post Implementation Review - Archive documentation
- meets 80%+ of business needs - Approval - Final 3rd Party Selection - Data Migration - Outstanding issues and work - Complete Project Closure
- COTS product has an open API - Architectural design - Contract Negotiations - Custom Code around(s) documented Document
(Application Protocol Interface) - Integration design - Software Hardware Purchase - Interface testing - Hot fixes as required - Release project team to other
COTS - Expertise for COTS - High level plan - Kickoff with 3rd party - User Acceptance Testing - Post Implementation projects
(Commercial Off The integration/adaptation is available - Product Training - Operating Procedures Monitoring - Executive Closure
Shelf)
within the organization or can be - Refinement of plan with 3rd - Operational Readiness - Future enhancement presentation
outsourced Party - Performance Testing requests - Schedule ROI presentation
- Data Transformation Mapping - Security Testing
- Final Data freeze and Migration
- Business Continuity Testing
Examples: Examples: Examples: Examples: Examples: Examples: Examples:
- Business Process Improvement - Target goals / metrics are not - Business Case - Fact verification - Improve - Implement approved - Monitor Controls for 30 days - Finalize project costs
- System to System Process Review being met - Project Portfolio Prioritization - Form project Team , recommendations - Refine controls - Archive documentation
- There are a lot of business work - Customer Satisfaction has - Approval - Critical processes identified - Implement Controls - Monitor Controls for another - Complete Project Closure
around(s) decreased - High-level project timeline - Define& Measure Problem - Monitor Controls for 30 days 30 days Document
DMAIC - There are a lot of special - Operational processes are - Problem Statement - Future state process map - Identify other opportunities - Release project team to other
branches to routine operational unstable or inconsistent - Project boundaries/Scope - Analyze for continuous improvement projects
processes - It has been 2 years or greater statement - Process Gap Analysis - Executive Closure
since a business or systems process - Project Charter - Improvement Recommendation presentation
audit/review was completed - Current State Process & Approval - Schedule ROI presentation

4. Organization Gated Methodology Alignment Timing Magnitude Matrix .
Gate 1 Gate 2 Gate 3 Gate 4 Gate 5
Timing Notes: Concept Post Implementation
Frame work Planning Execution Closure
(Unique to each organization) Initiation Review
Timing Notes: 3 weeks to 6 months 4 weeks to 6 weeks 3 months to 6 months 4 weeks to 6 weeks 4 weeks to 6 weeks
It will depend on how many releases you This will depend on data This will depend on your This will depend on number of releases This will depend on the sprint This will depend on your
have a year and how many weeks you plan available for a business case team’s familiarity with in a year, iteration frequency. timing and hot fixes that may close out procedures for
to have per iteration. For example if there and project intake & approval Agile/Scrum and any need to be implemented it is projects. Note scheduling
Agile are 3 releases a year, each release is 4 process timing within your outstanding information or E.g. 3 Annual Releases = 4 months typically recommended that 30 of the ROI presentation will
months and if each iteration are 2 weeks organization. refinement of information days be the minimum be dependent on business
there would be 6 to 8 iterations. from Gate 1. 4 months * 2 weeks = 8 Iterations monitoring period. case. Typically scheduled
for 1 month after start of
payback period.
Timing Notes: 3 weeks to 6 months 6 weeks to 8 weeks 3 months to 18 months 4 weeks to 6 weeks 4 weeks to 6 weeks
There are several estimating techniques. This will depend on data This will depend on the level This will depend on the complexity of This on the quality of the This will depend on your
One example would be function point available for a business case of ambiguity and amount of the changes and interface impacts solution deployed and its ability close out procedures for
analysis and estimating. and project intake & approval change proposed to the being introduced. In some to meet business needs. projects. Note scheduling
process timing within your existing platform. As well as organizations projects need to Typically recommended that 30 of the ROI presentation will
Waterfall http://en.wikipedia.org/wiki/Function_point organization. the level of needs complete within the fiscal year and if days to 45 days be the be dependent on business
understanding by the the project exceeds 18 months will be minimum monitoring period. case. Typically scheduled
business and the project artificially factored into 2 projects or for 1 month after start of
team. phases payback period.
Timing Notes: 3 weeks to 6 months 4 weeks to 6 weeks 8 weeks to 12 weeks 4 weeks to 6 weeks 4 weeks to 6 weeks
This is dependent on the 3rd parties This will depend on data This will depend on the This will depend on the % of business This on how well the COTS This will depend on your
standard implementation schedule being available for a business case duration/timing of the needs the application meets, as well as solution could be integrated close out procedures for
interweaved with your organizations and project intake & approval RFI/RFP process as well as the 3rd party ability to implement solution, into your existing environment projects. Note scheduling
COTS approval and control processes process timing within your number of qualified 3rd Party and the amount of customization that and the support level of the ROI presentation will
(Commercial Off The organization. providers who submit an is required. contractually negotiated be dependent on business
Shelf) RFI/RFP response. typically recommended that 30 case. Typically scheduled
days to 45 days be the for 1 month after start of
minimum monitoring period. payback period.
Timing Notes: 3 weeks to 6 months 4 weeks to 6 weeks 3 months to 18 months 4 weeks to 9 weeks 4 weeks to 6 weeks
The overall estimation can be depended on This will depend on data This will depend on This will depend on the This on the recommendations This will depend on your
the improvements selected and may available for a business case information available, ability recommendations from improvement implemented and the ability to close out procedures for
leverage other accepted organizational and project intake & approval of team to define this issues analysis and the business drivers implement sustainable projects. Note scheduling
methodologies. process timing within your and collected measurement defining the need for process improvement. It is typically of the ROI presentation will
organization. data to prioritize the impacts. improvement. recommended to monitor be dependent on business
DMAIC
E.g. If there is no existing improvement for 30 days, case. Typically scheduled
baseline data this will need to tweak improvements and for 1 month after start of
be collected first. controls and then monitor for payback period.
another 30 days

5. 5 Simple Implementation Steps:
Every day organizations are striving for project success, finding ways to optimize resources, search for techniques to become more effective, and still keep their customers
coming back for more.
What’s your plan? Stop trying to fit a square peg into a round hole. These 5 simple steps will aide you in aligning your organizational frameworks, models and methodologies
to achieve consistency without sacrificing nimbleness and flexibility to meet the demands of your customers.
1. INITIATION AND PLANNING 3. INFORMATION COLLECTION & BUSINESS RULE DEFINITION
• Identify and assign a cross functional project team. • Determine accepted organizational framework and models and organizational Gates
• Define corporate level gates • Define business rules and artifacts for each Framework and Gate
• Identify existing models leveraged within the organization • Review all artifacts for consistency
• Determine missing frameworks or models • Develop standard operating procedures and templates with each framework/gate
• Examine information flow an • Obtain agreement/signoff of proposed gates
• Develop a project plan.
2. STRATEGIC AND OPERATIONAL PROCEDURE REVIEW 4. TRAINING AND TESTING
• Examine current documents and information flow • Verify through simulation the Gating process for each Framework/model
• Identify system and manual processes leveraging the models • Document the process for each Framework in alignment with the Gating process
• Identify common artifacts, documents and processes across models and frameworks • Create Training Materials and Conduct training
5. ROLL-OUT / IMPLEMENTATION
• Determine a roll-out strategy and implement.
• Evaluate the implementation and refine.

6. About The Author: Michelle McKinnon
Michelle McKinnon is a passionate leader who cares deeply about helping customers, businesses and
individuals achieve success. Her focus is to maximize clients’ return on investment while carefully planning
and managing change.
During the past 20 years, Michelle has served in both the private and public sectors including roles in
information technology, financial services, telecommunications and health care. This diverse background
has earned her a deep and profound understanding of business needs and delivering value add solutions.
When Michelle isn't putting the pieces of a business puzzle together, or coming up with innovative ways for
businesses to meet objectives, she shares her expertise as an instructor. Straightforward and
compassionate Michelle marries a strategic approach with her unique flair to tackle challenges and
contribute to the evolution of business and her profession.
Always up for a new challenge, Michelle is writing a business book to enable businesses develop greater
success. In her spare time Michelle explores her creative side by writing Science Fiction/Fantasy/Mystery
books.
To Your Success!
Michelle
Want to be connected? Send me a connection request through LinkedIn:
ca.linkedin.com/pub/michelle-mckinnon-pmp/0/394/149/