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Clarity Of Vision Cj Images


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Clarity Of Vision Cj Images

  1. 1. Clarity of Vision How important is vision in Project Management Robert McMartin Managing Director RMAA Management Consultants 0416 120 841
  2. 2. Apologies to all
  3. 3. <ul><li>“ Nanos gigantum humeris insidentes” </li></ul><ul><li>(Dwarves standing on the shoulders of Giants) </li></ul><ul><li>“ If I have seen further it is only by standing on the shoulders of Giants” </li></ul><ul><li>Sir Isaac Newton - 1676 </li></ul>
  4. 4. <ul><li>Vision - noun </li></ul><ul><li>The act or power or sensing with the eyes; sight </li></ul><ul><li>The act or power of anticipating that which will, or may come to be; prophetic vision </li></ul><ul><li>An experience in which a personage, thing, or event appears vividly, or credibly to the mind, although not actually present, often under the influence of the divine, or other agency; a heavenly messenger appearing in a vision. </li></ul><ul><li>Something seen or otherwise perceived during such an experience; the vision revealed its message. </li></ul><ul><li>A vivid, imaginative conception, or anticipation; vision of wealth and glory </li></ul><ul><li>Something seen; an object of sight </li></ul><ul><li>A scene, person, etc., of extraordinary beauty; The sky was a vision of red and pink </li></ul><ul><li>From the Oxford English Dictionary </li></ul>
  5. 5. <ul><li>Project management mantra </li></ul><ul><ul><li>Cost </li></ul></ul><ul><ul><li>Schedule </li></ul></ul><ul><ul><li>Quality </li></ul></ul><ul><li>If we control this “Holy Trinity” our projects will be a success. </li></ul>
  6. 7. <ul><li>Why do so many projects fail to deliver? </li></ul><ul><li>Is there something missing from the PMBOK, or Prince 2? </li></ul><ul><li>These are the gospels of project management and are used daily around the planet to ensure project delivery. </li></ul>
  7. 8. <ul><li>Prince 2 and PMBOK are merely tools. </li></ul><ul><li>They allow us to : </li></ul><ul><ul><li>Build the project </li></ul></ul><ul><ul><li>Deliver the reports and acceptance criteria </li></ul></ul><ul><ul><li>Allow the stakeholders to see the project progress </li></ul></ul><ul><li>Where does the project visualisation come in? </li></ul>
  8. 9. <ul><li>Stakeholder define the scope, requirements and acceptance criteria. </li></ul><ul><li>Designers and Architects to create the product and how it meets the above requirements. </li></ul><ul><li>It is arguably the work of the Project Manager to take the definitions and visualise how it will look, and interact with the users. </li></ul><ul><li>It is then the responsibility of the PM to provide the Vision for the whole project. </li></ul>
  9. 10. <ul><li>Vision </li></ul>
  10. 11. <ul><li>Vision </li></ul><ul><ul><li>Is clarity of sight </li></ul></ul>
  11. 12. <ul><li>Vision </li></ul><ul><ul><li>Is clarity of sight </li></ul></ul><ul><ul><li>It must be real </li></ul></ul>
  12. 13. <ul><li>Vision </li></ul><ul><ul><li>Is clarity of sight </li></ul></ul><ul><ul><li>It must be real </li></ul></ul><ul><ul><li>It must be personal </li></ul></ul>
  13. 14. <ul><li>Vision </li></ul><ul><ul><li>Is clarity of sight </li></ul></ul><ul><ul><li>It must be real </li></ul></ul><ul><ul><li>It must be personal </li></ul></ul><ul><ul><li>It must be desired </li></ul></ul>
  14. 15. <ul><li>Vision </li></ul><ul><ul><li>Is clarity of sight </li></ul></ul><ul><ul><li>It must be real </li></ul></ul><ul><ul><li>It must be personal </li></ul></ul><ul><ul><li>It must be desired </li></ul></ul><ul><ul><li>It must be achievable </li></ul></ul>
  15. 16. <ul><li>“A man’s reach must exceed his grasp, or what is Heaven for.” </li></ul><ul><li>Robert Browning </li></ul>
  16. 17. <ul><li>Long term projects that have a change of project managers are more likely to fail. </li></ul><ul><li>WHY? </li></ul><ul><ul><li>Goals are still the same </li></ul></ul><ul><ul><li>Customer requirements are unchanged </li></ul></ul><ul><ul><li>Benefits have not changed </li></ul></ul><ul><ul><li>End users are still there </li></ul></ul><ul><li>Why then do the projects fail? </li></ul>
  17. 18. <ul><li>What are the tools used in delivering projects in the 21 st Century? </li></ul><ul><ul><li>Gantt Charts </li></ul></ul><ul><ul><li>PERT/CPM </li></ul></ul>
  18. 19. <ul><li>Gantt Charts </li></ul><ul><li>Invented in the 19 th Century </li></ul><ul><li>First used in 1896. </li></ul><ul><li>Been used to control projects ever since. </li></ul>
  19. 20. <ul><li>What does a Gantt Chart really tell you? </li></ul><ul><ul><li>Resources </li></ul></ul><ul><ul><li>Sequence of tasks </li></ul></ul><ul><ul><li>Duration of tasks </li></ul></ul><ul><ul><li>Tasks to be completed </li></ul></ul><ul><ul><li>Duration until completed </li></ul></ul><ul><li>What exactly is the project again? </li></ul><ul><li>Too much time spent on the When and not the What exactly is the project. </li></ul>
  20. 21. <ul><li>PERT/CPM Chart </li></ul><ul><li>Road map of a project </li></ul><ul><li>Shows you When and How long and in What order. </li></ul><ul><li>What exactly is the project? </li></ul>
  21. 22. <ul><li>“ When you are up to your neck in Alligators, it is hard to remember your original intention was to drain the swamp.” </li></ul>
  22. 23. <ul><li>“ Carthago delenda est” </li></ul><ul><li>(Carthage must fall) </li></ul><ul><li>Roman Senator Cato the Elder </li></ul>
  23. 24. <ul><li>In construction and manufacturing you have blueprints and architects drawings, 3D CAD, and in some cases Stereolithograpy. </li></ul><ul><li>Everyone knows what the finished product will look like. </li></ul><ul><li>Everyone is one the same page. </li></ul>
  24. 25. <ul><li>How then can a Complex Project Manager capture this level of stakeholder involvement? </li></ul>
  25. 26. <ul><li>In construction and Manufacturing they use 3D CAD Models. </li></ul>
  26. 27. <ul><li>“If a picture paints a thousand words, what can a 10 minute video do for you” </li></ul><ul><li>Christian Jones – TBH Employee </li></ul>
  27. 28. <ul><li>We can add the schedule to the 3D model. </li></ul><ul><li>We call this a 4D model. </li></ul><ul><li>It is a standard tool in Construction for selling to stakeholders. </li></ul><ul><li>We can use it to show “Planned” project progress on a given date. </li></ul>
  28. 29. <ul><li>Using the 4D model we can now show actual versus planned. </li></ul><ul><li>Makes it easy to see and communicate project status. </li></ul><ul><li>Makes it hard to hide your mistakes, or your subcontractor problems. </li></ul>
  29. 30. <ul><li>We can take this 4D model and add cost per component, cost per task, cost over time, or cost to complete. </li></ul><ul><li>We now call this 5D Modelling. </li></ul><ul><li>At this point, we decided to call it xD modelling. </li></ul>
  30. 31. <ul><li>We can zoom in on a Model </li></ul><ul><li>In this example on the Ship’s Bridge </li></ul>
  31. 32. <ul><li>Once selected we can drill down </li></ul><ul><li>For extra detail </li></ul>
  32. 33. <ul><li>We can then examine an area to see what has been built and what is outstanding. </li></ul>
  33. 34. <ul><li>What is the lead time? </li></ul><ul><li>How does the lead time affect the schedule? </li></ul><ul><li>We can take this xD model and add Logistic elements. </li></ul><ul><li>How many do we have in stock? </li></ul><ul><li>How many do we need? </li></ul>
  34. 35. <ul><li>We can use GPS and overlay the co-ordinates on a map and show the location of equipment and time till delivery. </li></ul><ul><li>Nearly every shipping container has some form of transponder that is used in tracking the container. </li></ul><ul><li>Couple these transponders with a GIS, or GPS tracking system and add the delivery times into the schedule. </li></ul>
  35. 36. <ul><li>There is a lot of data available on every project </li></ul><ul><li>Often it is siloed with interaction on a weekly or monthly basis </li></ul><ul><li>PM has to wait for the data, or hunt for it. </li></ul><ul><li>Hard to search for, if you don’t know it exists. </li></ul>
  36. 37. Plans, Blueprints, or 3D Model
  37. 38. Plans, Blueprints, or 3D Model Schedule
  38. 39. Cost Plans, Blueprints, or 3D Model Schedule
  39. 40. Logistics or Bill of Materials Cost Plans, Blueprints, or 3D Model Schedule
  40. 41. Resources (Equipment, or Personnel) Logistics or Bill of Materials Cost Plans, Blueprints, or 3D Model Schedule
  41. 42. <ul><li>Multi source project data. </li></ul><ul><li>Network Centric Project Management (for those of you from Defence) </li></ul><ul><li>xD Project Management Modelling </li></ul>
  42. 43. <ul><li>xD Project Management Modelling </li></ul><ul><ul><li>Gathers the necessary data to show </li></ul></ul><ul><ul><ul><li>Project status </li></ul></ul></ul><ul><ul><ul><li>Model changes </li></ul></ul></ul><ul><ul><ul><li>Make faster decisions </li></ul></ul></ul><ul><ul><ul><li>Parallel deliveries </li></ul></ul></ul>
  43. 44. <ul><li>Network Centric Project Management, or </li></ul><ul><li>xD Project Management Modelling </li></ul><ul><li>21 st Century Project Management Tools </li></ul><ul><li>The future for handling large, complex projects. </li></ul>
  44. 45. RMAA Management Consultants Project Analysis – Evaluation - Triage <ul><li>RMAA is a professional consultancy organisation with offices across Australia. </li></ul><ul><li>RMAA has undertaken projects throughout Australia, United Kingdom and the USA. </li></ul><ul><li>RMAA has an exceptional reputation and track record for delivering specialist management consultancy and project management services with an outstanding portfolio of high profile projects. </li></ul><ul><li>Since RMAA was established in Melbourne in 2003, we have delivered numerous developments for our Clients across a wide range of industries covering the full spectrum of projects including commercial, retail, residential, public buildings, tourism & leisure, infrastructure, and telecommunications. </li></ul><ul><li>RMAA enjoys its position in Management Consultancy and Project Management field because of our highly experienced and dedicated team. </li></ul><ul><li>Our senior technical staff are experienced consultants who have worked on some of the region’s most significant projects. </li></ul><ul><li>Whether you need short term specialist resources or management of your entire project, we have the people with the skills to help you control your outcomes. </li></ul><ul><li>RMAA staff always provide the highest standard services to you project and corporate objectives. </li></ul>