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Pre mortem-pradeeep patel

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Pre mortem-pradeeep patel

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This is an effective process where using the answers to 'what went wrong and why', the reasons for failure are groupded thematically, and prioritised.Once the reasons are prioritised, Identify mitigating actions. Based on the mitigation plam assign responsibilities and set timelines.

Using this approach helps in finding the risks early and put the mitigation plan to action from the start instead of doing failure based RCA as we encounter failures. What makes this technique even more attractive is the fact that it can be used mutliple times across the project phases to reprioritise the plan and change the course of action as deemed nexessary.

This is an effective process where using the answers to 'what went wrong and why', the reasons for failure are groupded thematically, and prioritised.Once the reasons are prioritised, Identify mitigating actions. Based on the mitigation plam assign responsibilities and set timelines.

Using this approach helps in finding the risks early and put the mitigation plan to action from the start instead of doing failure based RCA as we encounter failures. What makes this technique even more attractive is the fact that it can be used mutliple times across the project phases to reprioritise the plan and change the course of action as deemed nexessary.

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Pre mortem-pradeeep patel

  1. 1. Pre-Mortem Be Smart at the Start
  2. 2. Meet the Presenter Pradeep Patel Sr. Director –Program Management Leadership is not about how amazing you are, it’s all about making team(s) realize how amazing they are.
  3. 3. • A pre-mortem is a group brainstorming exercise used to critique plans and projects. • It brings forward the post-mortem process by imagining the possible failure state so that a project can be improved at the start rather than doing RCA at the end. • It looks back from the imagined future to find the possible failures at the start What is a ‘pre-mortem’
  4. 4. Benefits of a pre-mortem • It overcomes blind spots and optimism bias by reframing the project as a failure. • It generates more ideas by focusing on the prospective hindsight of “what did go wrong” rather than the typical “what could go wrong”. • It can be done early on in a project, and as many times as required. • It helps the team to recognise warning signs quicker and bridges short and long term thinking.
  5. 5. 5 Step pre mortem Process Brief the pre-mortem team on the project. (5 minutes) Choose future date imagining the project has failed and what that failure looks like. (5 minutes – group discussion) Individually, write down every reason you can think of for the failure, as detailed as possible, without fear of being impolite(5 minutes) Use the above data to identify themes, control, actions and responsibilities Strengthen Project Plan before it fails. 01 02 03 04 05
  6. 6. • The team members’ task is to generate likely reasons for the project’s failure • The purpose is to identify vulnerabilities in the plan, and develop specific actions to mitigate, avoid, transfer or accept before it’s too late. • The project team can use this process to build in measures in the project plan to lessen or eliminate the risk. Using pre-mortems to manage risk The team discusses reasons for the project failure by theme: • what are the themes? • what is within the team’s control? • what are the actions? • who is responsible for doing what? The project team uses the reasons to strengthen the project plan before it fails. Steps
  7. 7. What went wrong and why? People got mad at us – we didn’t explain to the broader community what the aim of the project was We wrongly thought it would only take 2 people and 6 weeks to do the research, but we needed 3 people and 12 weeks • What went wrong? • What were the possible causes? • Were there warning signs?
  8. 8. Using insights to manage project risk Themes Actions Responsibilit Due date Project scope • Describe teams’ responsibilities • Workshop problem statement with all stakeholders Project manager Sprint 1 Project governance • Propose ideal governance structure, and rationale Director Sprint 2 Project planning • Map teams’ skills against project desired outcomes, and identify gaps • Build continency time into project plan, using contingency matrix Project manager Sprint 2 Communication • Build communication strategy as part of project plan • Monitor strategy throughout the project Project manager and client Sprint 3 • Using the answers to 'what went wrong and why': • Group the reasons for failure thematically, and prioritise. • Identify mitigating actions. • Assign responsibilities and set timelines.
  9. 9. Now- Next - Later for Implementation of Findings Now Next Later Actions that need to be taken immediately, base. Next Action items that needs completion What all Action items can wait till the previous one gets completed. 01 02 03
  10. 10. Now Next Later Prioritization Later Next Now Action Item Action Item. Action Item Action Item Action Item Action Item Action Item Action Item Action Item
  11. 11. Pre Mortem-Ametek.com ( Project Details) 5 Week Discovery , followed by 12 weeks of development, 2 Weeks UAT and 2 week hyper care support All upcoming portals will re- purpose the components from this site Half a Million Dollar Deal Design and Develop SXA based Scalable solution UX/Design will be done by our Onshore Team Security, Performance, GDPR, Accessibility all in scope Client team is almost non technical

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