This presentation was taken for the Google Business Group meet in Kochi on 9th of November 2015. The presentation addresses key issues faced by small and mid sized organizations while scaling project operations. The issues and points covered in this presentation are based on my experience with Project Operations (PMOs) on the services and the product side of IT/Software development firms.
14. 14
When is a project successful?
Efficiency
Impact on
customer
Impact on the
team
Business
success
Preparation
for the future
15. 15
When is a project successfull?
Efficiency
Delivering
on Time
Delivering
on Budget
Delivering
the Scope
with
Quality
Impact on
customer
Impact on the
team
Business
success
Preparation
for the future
Reinventing Project Management: The Diamond Approach to Successful Growth and Innovationby Aaron J. Shenhar Dov Dvir
16. 16
When is a project successfull?
Efficiency
Delivering on
Time
Delivering on
Budget
Delivering
the Scope
with Quality
Impact on
customer
Meeting
requirements
Actual
benefit to
the customer
Customer
satisfaction
Brand
recognition
Impact on the
team
Business
success
Preparation
for the future
Reinventing Project Management: The Diamond Approach to Successful Growth and Innovationby Aaron J. Shenhar Dov Dvir
17. 17
When is a project successfull?
Efficiency
Delivering on
Time
Delivering on
Budget
Delivering
the Scope
with Quality
Impact on
customer
Meeting
requirements
Actual
benefit to
the customer
Customer
satisfaction
Brand
recognition
Impact on the
team
Satisfaction
Morale
Skillset
improvement
Burnout?
Business
success
Preparation
for the future
Reinventing Project Management: The Diamond Approach to Successful Growth and Innovationby Aaron J. Shenhar Dov Dvir
18. 18
When is a project successfull?
Efficiency
Delivering on
Time
Delivering on
Budget
Delivering the
Scope
with Quality
Impact on
customer
Meeting
requirements
Actual benefit
to the
customer
Customer
satisfaction
Brand
recognition
Impact on
the team
Satisfaction
Morale
Skillset
improvement
Burnout?
Business
success
Sales and
profits
Market share
Cash flow
Others
Preparation
for the future
Reinventing Project Management: The Diamond Approach to Successful Growth and Innovationby Aaron J. Shenhar Dov Dvir
19. 19
When is a project successfull?
Efficiency
Delivering on
Time
Delivering on
Budget
Delivering the
Scope
with Quality
Impact on
customer
Meeting
requirements
Actual benefit
to the
customer
Customer
satisfaction
Brand
recognition
Impact on the
team
Satisfaction
Morale
Skillset
improvement
Burnout?
Business
success
Sales and
profits
Market share
Cash flow
Others
Preparation
for the future
New
technology
New Market
New product
line
New core
competency
New
organizational
capability
Reinventing Project Management: The Diamond Approach to Successful Growth and Innovationby Aaron J. Shenhar Dov Dvir
20. 20
Efficiency
Delivering on
Time
Delivering on
Budget
Delivering the
Scope
with Quality
Impact on
customer
Meeting
requirements
Actual benefit
to the
customer
Customer
satisfaction
Brand
recognition
Impact on
the team
Satisfaction
Morale
Skillset
improvement
Burnout?
Business
success
Sales and
profits
Market share
Cash flow
Others
Preparation
for the future
New
technology
New Market
New product
line
New core
competency
New
organizational
capability
Questions?
When you started up, dud you very think that, you could lay back and relax, and that at some point of time the company will care of itself
At some point of time you, want the company to take care of itself. Hire people to do your job, so you can do other stuff. The time you have freed up should enable you to earn more money, than what you are spending on this person. So if you have not already found a part time CFO, an HR admin etc. do so asap. Our focus for this presentation , is specifically on project operations.
If you can manage without scaling the number of projects and people: Wonderful! People come with baggage. Most people find that the quantitative stuff is easy. It is the warm and fuzzy stuff that’s hard.
Adding more people: the picture painted is very similar to having a child. All rosy ... but in reality more like a roller coaster ride.
But you may have reasons to scale:
Business needs: Manage cashflow with sideprojects
Business needs: More projects are needed to scale the business
Or perhaps just a desire to serve more people
You cannot manage every project:
Cannot be in touch with every customer
Cannot be in touch with every team member
Cannot understand business requirements, in depth for every project
Cannot manage the risks and issues for every project
Assuming that you already have a full time or a part time CFO, HR and Admin in place … I recommend that you consider hiring a good project manager. If you are lucky, you may already have someone who can do this job.
Someone to whom you can say:
“These are the promises I have made, These are the resources you have. If you need more resources, let me know. If I am making promises you cannot keep, let me know”
What sort of a project manager you need … depends on the sort of projects you do and the clients you have. So for e.g. if your clients are programmers or designers … it is preferable that your project managers also have the same skill set. If your clients or customers are not technical, but all of them are from a particular industry or segment … get someone who knows that industry well.
But irrespective of whether they are techie or not, whether they have niche domain knowledge or not … they almost always should have good communication skills and should be good with people.
When they start:
They will not be half as good as you. They will make bad choices. They may take more time and cost more money
But if you are serious about this stuff, and if you want them to run the army ... you have to do this. Give them one client or one project ... there will be failures. But persist.
Finite, Managable, Time dated. There has to be one human being responsible for delivering the project successfully.
Trash at the beginning, and keep taking people off, towards the end.
The CEO / Legal / The customer
Potential Metrics
Which metrics to use, depends on your project. Your agreements with the customer, your long term plans etc.
Who is the project for? Customers or consumers … when you can, please both. But when push comes to shove, you may have to make a choice.
Potential Metrics
Which metrics to use, depends on your project. Your agreements with the customer, your long term plans etc.
Who is the project for? Customers or consumers … when you can, please both. But when push comes to shove, you may have to make a choice.
Motivating your staff. You are no longer in touch with everybody.
Keep telling them the reason and the purpose of the organization and the project. Monthly meetings with all projects. Weekly meetings with every project and line manager. Quarterly meets with all staff.
In our society, starting is applauded.
Tell your grandmom you started a new job. Blessings and Thank you notes to God. Tell your friends and a treat will happen the next day.
Sales is tough. But the time from the closing of a sale to the first few weeks of a project, the honey moon phase, is the pat on the back time.
How many of you have started a gym membership in the last one, or two years? Do you still go to gym. Following through is hard. But if you are serious about scaling … you have to follow through.
There will be ups and downs. Times when you feel you have lost control.