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Managing Project Expectations and Roadblocks

Avoiding project crisis and insanity by setting clear boundaries and expectations during all stages of a project and utilizing the discovery phase as a powerful tool during the project lifecycle.

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Managing Project Expectations and Roadblocks

  1. MANAGING PROJECT EXPECTATIONS AND ROADBLOCKS AVOIDING CRISIS AND INSANITY
  2. CO-FOUNDER SEVENALITY ORGANIZER UX ORLANDO CO-ORGANIZER WORDPRESS ORLANDO DAVID YARDE TWITTER: @SEVENALITY / @DSMY
  3. THE IMPORTANCE OF THE DISCOVERY PHASE
  4. WHY YOU NEED A DISCOVERY PHASE ▸ Validate what you really need ▸ Prototype Fast ▸ Get more accurate cost estimates ▸ Validate the business case ▸ Explore ideas
  5. TOO OFTEN WE FOCUS MORE ON EXECUTION BEFORE DEFINING AND CLEARLY COMMUNICATING THE PRODUCT OPPORTUNITY OR VALUE PROPOSITION.
  6. SOME BELIEVE AN ANALYSIS OR DISCOVERY PHASE IS JUST A WAY TO WASTE A LITTLE MONEY WHILE DELAYING THE PROJECT LAUNCH.
  7. IF YOU CAN'T DESCRIBE WHAT YOU ARE DOING AS A PROCESS, YOU DON'T KNOW WHAT YOU'RE DOING. W. Edwards Deming WHAT DO YOU DO?
  8. A SUCCESSFUL DISCOVERY PHASE TYPICALLY CAN DELIVER ▸ Business / Vision / Project Goals(Mission) Statement ▸ Functional Requirements ▸ Information Architecture ▸ UX Research Findings ▸ Project Schedule ▸ Project Cost Estimate ▸ Non Functional Prototype
  9. IDENTIFYING AND RESOLVING PROJECT PITFALLS
  10. A STUDY PUBLISHED IN THE HARVARD BUSINESS REVIEW, WHICH ANALYZED 1,471 IT PROJECTS, FOUND THAT THE AVERAGE OVERRUN WAS 27%, BUT ONE IN SIX PROJECTS HAD A COST OVERRUN OF 200% ON AVERAGE AND A SCHEDULE OVERRUN OF ALMOST 70%.
  11. HAVE AN ESCALATION STRATEGY
  12. KAIZEN
  13. COMMON PROJECT MANAGEMENT PITFALLS ▸ Not Assigning the Right Person to Manage the Project ▸ Failing to Get Everyone on the Team Behind the Project ▸ Not Getting Executive Buy-in ▸ Not Being Specific Enough with the Scope/Allowing the Scope to Frequently Change ▸ Providing Aggressive/Overly Optimistic Timelines ▸ Not Having a System in Place for Approving and Tracking Changes ▸ Not Having a Metric for Defining Success
  14. THE PROBLEM WITH A SINGLE-MINDED FOCUS ON PROCESSES AND METHODOLOGIES IS THAT ONCE PEOPLE ARE GIVEN PROCEDURES TO FOLLOW, COMPLIANCE REPLACES RESULTS. EVERYBODY IS CONCERNED ABOUT HOW TO DO THE JOB, NOT ABOUT THE OUTCOME IF THE JOB IS DONE WELL.
  15. SETTING THE PROJECT SCOPE
  16. UNLESS COMMITMENT IS MADE, THERE ARE ONLY PROMISES AND HOPES; BUT NO PLANS. Peter F. Drucker FIGHTING THE FEAR OF COMMITMENT
  17. HIGH-LEVEL SCOPE CONSISTS OF TWO MAIN COMPONENTS ▸Deliverables ▸Boundaries
  18. DELIVERABLES IF YOU CAN'T REMEMBER ANYTHING ELSE ABOUT SCOPE, LIST YOUR DELIVERABLES
  19. BOUNDARIES
  20. BOUNDARIES BOUNDARY STATEMENTS HELP TO SEPARATE THE THINGS THAT ARE APPLICABLE TO YOUR PROJECT FROM THOSE THAT ARE OUT OF SCOPE.
  21. CREATING A SCOPE STATEMENT ▸ Justification ▸ Product scope description ▸ Acceptance criteria ▸ Project Exclusions ▸ Constraints ▸ Assumptions
  22. BUSINESS REQUIREMENTS MOST OF THE SCOPE CHANGE REQUESTS RECEIVED ARE CHANGES TO THE BUSINESS REQUIREMENTS
  23. THE IMPORTANCE OF POST PROJECT REVIEWS
  24. IDENTIFY THE PROJECT SUCCESSES, DELIVERABLES, ACHIEVEMENTS AND LESSONS LEARNED.
  25. ELEMENTS OF A GOOD POST PROJECT IMPLEMENTATION REVIEW(PIR) ▸ Identify items that were done well ▸ Identify items that could improve ▸ Identify items/processes that are broken ▸ Decide action plans
  26. HOW TO PREPARE FOR A POST PROJECT IMPLEMENTATION REVIEW
  27. PREPARING FOR A POST PROJECT IMPLEMENTATION REVIEW(PIR) ▸ Seek individual feedback through a questionnaire/survey ▸ Organize a meeting to share feedback ▸ Summarize the feedback in a written document
  28. AREAS FOR A POST PROJECT IMPLEMENTATION REVIEW(PIR) ▸ Project stages or phases ▸ Project processes ▸ Project roles ▸ Key skill areas ▸ Products
  29. A POST PROJECT IMPLEMENTATION REVIEW SHOULD BE CONDUCTED AS SOON AFTER THE PROJECT AS POSSIBLE
  30. SETTING THE STAGE FOR THE NEXT PROJECT
  31. LEADERSHIP OFFERS AN OPPORTUNITY TO MAKE A DIFFERENCE IN SOMEONE'S LIFE, NO MATTER WHAT THE PROJECT IS. - BILL OWENS
  32. REDUCE YOUR WORKLOAD BY LEVERAGING THE MISSION, VISION AND VALUES STATEMENT
  33. HELP PROJECT PARTICIPANTS SEE THE BIG PICTURE.
  34. TAKEAWAYS ▸ Have a clear project scope with sign-off - and set priorities ▸ Be realistic ▸ Make sure everyone (including senior management) understands his or her role and responsibilities ▸ Make sure team members communicate with each other ▸ Set up calendar reminders for milestones ▸ Don't be afraid to communicate bad news -- and adjust expectations
  35. QUESTIONS?
  36. TWITTER: @SEVENALITY / @DSMY WWW.SEVENALITY.COM

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