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MANAGING PROJECT
EXPECTATIONS AND ROADBLOCKS
AVOIDING CRISIS AND INSANITY
CO-FOUNDER SEVENALITY
ORGANIZER UX ORLANDO
CO-ORGANIZER WORDPRESS ORLANDO
DAVID YARDE
TWITTER: @SEVENALITY / @DSMY
THE IMPORTANCE OF
THE DISCOVERY PHASE
WHY YOU NEED A DISCOVERY PHASE
▸ Validate what you really need
▸ Prototype Fast
▸ Get more accurate cost estimates
▸ Validate the business case
▸ Explore ideas
TOO OFTEN WE FOCUS MORE
ON EXECUTION BEFORE
DEFINING AND CLEARLY
COMMUNICATING THE
PRODUCT OPPORTUNITY OR
VALUE PROPOSITION.
SOME BELIEVE AN ANALYSIS OR
DISCOVERY PHASE IS JUST A WAY
TO WASTE A LITTLE MONEY WHILE
DELAYING THE PROJECT LAUNCH.
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?
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
IDENTIFYING AND
RESOLVING PROJECT
PITFALLS
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%.
HAVE AN ESCALATION
STRATEGY
KAIZEN
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
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.
SETTING THE
PROJECT SCOPE
UNLESS COMMITMENT IS MADE, THERE
ARE ONLY PROMISES AND HOPES; BUT
NO PLANS.
Peter F. Drucker
FIGHTING THE FEAR OF COMMITMENT
HIGH-LEVEL SCOPE CONSISTS OF TWO MAIN
COMPONENTS
▸Deliverables
▸Boundaries
DELIVERABLES
IF YOU CAN'T REMEMBER
ANYTHING ELSE ABOUT
SCOPE, LIST YOUR
DELIVERABLES
BOUNDARIES
BOUNDARIES
BOUNDARY STATEMENTS HELP
TO SEPARATE THE THINGS THAT
ARE APPLICABLE TO YOUR
PROJECT FROM THOSE THAT ARE
OUT OF SCOPE.
CREATING A SCOPE STATEMENT
▸ Justification
▸ Product scope description
▸ Acceptance criteria
▸ Project Exclusions
▸ Constraints
▸ Assumptions
BUSINESS REQUIREMENTS
MOST OF THE SCOPE CHANGE
REQUESTS RECEIVED ARE
CHANGES TO THE BUSINESS
REQUIREMENTS
THE IMPORTANCE OF
POST PROJECT REVIEWS
IDENTIFY THE PROJECT SUCCESSES,
DELIVERABLES, ACHIEVEMENTS
AND LESSONS LEARNED.
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
HOW TO PREPARE FOR A
POST PROJECT
IMPLEMENTATION REVIEW
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
AREAS FOR A POST PROJECT IMPLEMENTATION REVIEW(PIR)
▸ Project stages or phases
▸ Project processes
▸ Project roles
▸ Key skill areas
▸ Products
A POST PROJECT
IMPLEMENTATION REVIEW
SHOULD BE CONDUCTED AS
SOON AFTER THE PROJECT AS
POSSIBLE
SETTING THE STAGE
FOR THE NEXT PROJECT
LEADERSHIP OFFERS AN
OPPORTUNITY TO MAKE A
DIFFERENCE IN
SOMEONE'S LIFE,
NO MATTER
WHAT THE PROJECT IS.
- BILL OWENS
REDUCE YOUR WORKLOAD BY
LEVERAGING THE MISSION,
VISION AND VALUES STATEMENT
HELP PROJECT
PARTICIPANTS SEE THE BIG
PICTURE.
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
QUESTIONS?
TWITTER: @SEVENALITY / @DSMY
WWW.SEVENALITY.COM

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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
  • 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%.
  • 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.
  • 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
  • 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
  • 36. TWITTER: @SEVENALITY / @DSMY WWW.SEVENALITY.COM