1. Presented by Philip O’Connell MBA t: 086 8250285 e: philip@luircprojectuccess.com w: www.luircprojectsuccess.com Keeping the Project Train on Track L uirc P roject S uccess (LPS)
2. The LPS Offering 1. Specific direct support for a Project Phase 2. Using LPS to improve Project Performance
6. 2. Planning A valid plan is one that has been tested, is stable and is robust An invalid plan is going to cost money The team may not be aware it has an invalid plan Inputs .
10. Introducing a key LPS concept The Negative Critical Path The minimum amount of tasks required to apparently complete a task The Pyramid Scheme of Project Management
17. t: 086 8250285 e: philip@luircprojectuccess.com w: www.luircprojectsuccess.com Thank You! L uirc P roject S uccess (LPS)
Editor's Notes
Windows come and go eg SOP & Training –needs to be near go-live No such things as busy and non-busy times Columns of work vs the phase related work only Don’t be waiting for the project to start before taking action. Another linear aspect: The tangent
Windows come and go eg SOP & Training –needs to be near go-live No such things as busy and non-busy times Columns of work vs the phase related work only Don’t be waiting for the project to start before taking action. Another linear aspect: The tangent
Windows come and go eg SOP & Training –needs to be near go-live No such things as busy and non-busy times Columns of work vs the phase related work only Don’t be waiting for the project to start before taking action. Another linear aspect: The tangent
Decision making experience: related to self-starting, problem solving, getting dead in the water people in the first place. One way of putting them through the hoops. Attitude in relation to flexibility, could be tackled on selection to team. Focus on self-management
Core LPS concept – focus on self-management
Short term effect is that the problem goes away. POSTPONMRNT LOOKS INOCUOUS but is devastating Noting it down is not the same as taking action. Consequences: ownership moves from vendor to team.The freezer example. The corollory is that you deal with it up front Noting it down is not taking action. This is where the minutes and the action log is important – the stray dog syndrome – it won’t go away!
Communications must be amanged
How 2/3 is not bad but not good enough.
Cost: Vendor team, Backfills (plus lack of available skills), Affects the company’s ability to do things Cost: Actual cost eg a yearly project 250 day means a saving of 25 wks Morale: Success. Also people don’t like to be dragging, waiting – they like to be busy Ability: getting better at change
