The document discusses managing IT projects and resources at Floyd Medical Center. It notes that the IT department currently has 29 existing projects and wants to add a new one. It warns against "project gridlock" that can occur when taking on too many projects without proper planning and management. The document provides tips for reducing gridlock, including knowing demand and capacity, properly preparing for new projects, and ensuring existing projects are managed to completion. It emphasizes the importance of coordination, stakeholder involvement, and gate reviews to evaluate project health.
Twelve Risks to Enterprise Software Projects—And What to Do about ThemTechWell
Every large software project is unique—each with its own complex array of challenges. When projects get into trouble, however, they often exhibit similar patterns, and succumb to risks that could have been anticipated and prevented—or detected sooner and managed better. Common responses to the problems—blaming, deferring action, or outright denial—only make things worse. Payson Hall reviews a dozen patterns he has observed over and over again on troubled projects during his thirty-year career: trouble with subcontractors, challenges with project sponsors, friction within the team, perils of interfacing with adjacent systems, issues with data cleansing and conversion, and more. Payson shares the tools he uses to help identify the symptoms of common risks, reduce the likelihood of risks occurring, facilitate early detection of problems, and establish a foundation for helpful responses when problems arise. This session is designed for project managers, team leaders, project sponsors, and anyone responsible for building or rolling out large enterprise systems.
Improving Focus and Predictability on Projects with Critical Chain Project Ma...Joe Cooper
This presentation was delivered at the 2013 PMI Central Indiana Professional Development Day in Carmel, IN on October 4th. The title, "Improving Focus and Predictability on Projects with Critical Chain Project Management". The presenter, Joe Cooper, is with Allegient LLC in Indianapolis. A similar presentation will be given at PMI Global Congress in New Orleans on October 29th, 2013.
Information Technology - Discover the Root Cause and Develop a solution throu...John Hudson
The presentation was compiled by Thinking Dimensions Global in November 2012 for the ITSMF conference held in London. The content relates to the KEPNERandFOURIE process for dealing with incidents and problems in IT and in particular a means of determining the Root Cause and providing the best solution.
The presentation was co-presented by Dr Mat-thys Fourie and John Hudson of Thinking Dimensions Global
bus 375,strayer bus 375,strayer bus 375 complete course,strayer bus 375 entire course,bus 375 final exam new,bus 375 week 1-11 all discussion new,bus 375 assignment 1 ms project familiarization new,bus 375 assignment 2 project proposal new,bus 375 assignment 3 greendale project redux project schedule and a written response new,bus 375 assignment 4 project schedule and written response new,bus 375 assignment 5 performance management new,bus 375 midterm exam new,strayer bus 375 week 1,strayer bus 375 week 2,strayer bus 375 week 3,strayer bus 375 week 4,strayer bus 375 week 5,strayer bus 375 week 6,strayer bus 375 week 7,strayer bus 375 week 8,strayer bus 375 week 9,strayer bus 375 week 10,strayer bus 375 week 11,bus 375 tutorials,bus 375 assignments,bus 375 help
bus 375,strayer bus 375,strayer bus 375 complete course,strayer bus 375 entire course,bus 375 final exam new,bus 375 week 1-11 all discussion new,bus 375 assignment 1 ms project familiarization new,bus 375 assignment 2 project proposal new,bus 375 assignment 3 greendale project redux project schedule and a written response new,bus 375 assignment 4 project schedule and written response new,bus 375 assignment 5 performance management new,bus 375 midterm exam new,strayer bus 375 week 1,strayer bus 375 week 2,strayer bus 375 week 3,strayer bus 375 week 4,strayer bus 375 week 5,strayer bus 375 week 6,strayer bus 375 week 7,strayer bus 375 week 8,strayer bus 375 week 9,strayer bus 375 week 10,strayer bus 375 week 11,bus 375 tutorials,bus 375 assignments,bus 375 help
Twelve Risks to Enterprise Software Projects—And What to Do about ThemTechWell
Every large software project is unique—each with its own complex array of challenges. When projects get into trouble, however, they often exhibit similar patterns, and succumb to risks that could have been anticipated and prevented—or detected sooner and managed better. Common responses to the problems—blaming, deferring action, or outright denial—only make things worse. Payson Hall reviews a dozen patterns he has observed over and over again on troubled projects during his thirty-year career: trouble with subcontractors, challenges with project sponsors, friction within the team, perils of interfacing with adjacent systems, issues with data cleansing and conversion, and more. Payson shares the tools he uses to help identify the symptoms of common risks, reduce the likelihood of risks occurring, facilitate early detection of problems, and establish a foundation for helpful responses when problems arise. This session is designed for project managers, team leaders, project sponsors, and anyone responsible for building or rolling out large enterprise systems.
Improving Focus and Predictability on Projects with Critical Chain Project Ma...Joe Cooper
This presentation was delivered at the 2013 PMI Central Indiana Professional Development Day in Carmel, IN on October 4th. The title, "Improving Focus and Predictability on Projects with Critical Chain Project Management". The presenter, Joe Cooper, is with Allegient LLC in Indianapolis. A similar presentation will be given at PMI Global Congress in New Orleans on October 29th, 2013.
Information Technology - Discover the Root Cause and Develop a solution throu...John Hudson
The presentation was compiled by Thinking Dimensions Global in November 2012 for the ITSMF conference held in London. The content relates to the KEPNERandFOURIE process for dealing with incidents and problems in IT and in particular a means of determining the Root Cause and providing the best solution.
The presentation was co-presented by Dr Mat-thys Fourie and John Hudson of Thinking Dimensions Global
bus 375,strayer bus 375,strayer bus 375 complete course,strayer bus 375 entire course,bus 375 final exam new,bus 375 week 1-11 all discussion new,bus 375 assignment 1 ms project familiarization new,bus 375 assignment 2 project proposal new,bus 375 assignment 3 greendale project redux project schedule and a written response new,bus 375 assignment 4 project schedule and written response new,bus 375 assignment 5 performance management new,bus 375 midterm exam new,strayer bus 375 week 1,strayer bus 375 week 2,strayer bus 375 week 3,strayer bus 375 week 4,strayer bus 375 week 5,strayer bus 375 week 6,strayer bus 375 week 7,strayer bus 375 week 8,strayer bus 375 week 9,strayer bus 375 week 10,strayer bus 375 week 11,bus 375 tutorials,bus 375 assignments,bus 375 help
bus 375,strayer bus 375,strayer bus 375 complete course,strayer bus 375 entire course,bus 375 final exam new,bus 375 week 1-11 all discussion new,bus 375 assignment 1 ms project familiarization new,bus 375 assignment 2 project proposal new,bus 375 assignment 3 greendale project redux project schedule and a written response new,bus 375 assignment 4 project schedule and written response new,bus 375 assignment 5 performance management new,bus 375 midterm exam new,strayer bus 375 week 1,strayer bus 375 week 2,strayer bus 375 week 3,strayer bus 375 week 4,strayer bus 375 week 5,strayer bus 375 week 6,strayer bus 375 week 7,strayer bus 375 week 8,strayer bus 375 week 9,strayer bus 375 week 10,strayer bus 375 week 11,bus 375 tutorials,bus 375 assignments,bus 375 help
Testing Small Agile Projects from Agile Vancouver Quality Conference 2014Lanette Creamer
Slides that support stories for the talk Testing Small Agile Projects given by Lanette Creamer, Director of Quality for Silicon Publishing, Inc, on May 26, 2014 in Vancouver, BC, Canada.
Estimates is the Holy Grail upon which projects thrive or perish. It is also high-risk, low-reward work that doesn’t get us any closer to DONE, can (and often does) gets us into trouble with the business, causes a big rush that leads to overtime, cutting corners and even team death marsh.
What causes our estimates go terribly wrong? What can we improve, may just have to accept, and some ideas from other industries on producing and working with estimates.
Systems thinking - a new approach for decision makingJuhana Huotarinen
Systems thinking helps us to understand why people behave like they do. It is a tool for modern decision making and suits well the Agile mindset. Originally presented at Mini Italian Agile day 05/2018
5 Secrets of Smarter, Faster, & Cheaper Construction In NYCRahulJaykar21
Construction in New York City doesn’t have to be a long, drawn-out process. With the proper planning and first steps at the beginning of the project, you can eliminate the top culprits that delay construction projects.
Data Science on a Budget: Maximizing Insight and Impact (Boston Data Festival...Nicholas Arcolano
These are the slides for a talk I gave at the 2014 Boston Data Festival on November 5, 2014.
ABSTRACT:
Many companies have "big data", but not every company has the resources (or need) for a big data team. In this talk we will discuss lessons I've learned from working as part of a small team within a fast-moving mobile start-up and techniques for getting the most out of your data when you're operating with major time, personnel, and resource constraints.
Pathways to Technology Transfer and Adoption: Achievements and ChallengesTao Xie
Dongmei Zhang and Tao Xie. Pathways to Technology Transfer and Adoption: Achievements and Challenges. In Proceedings of the 35th International Conference on Software Engineering (ICSE 2013), Software Engineering in Practice (SEIP), Mini-Tutorial, San Francisco, CA, May 2013. http://people.engr.ncsu.edu/txie/publications/icse13seip-techtransfer.pdf
2011 06 15 velocity conf from visible ops to dev ops finalGene Kim
My presentation called "Creating the Dev/Test/PM/Ops Supertribe: From Visible Ops To DevOps"
2011 Velocity Conference:
http://velocityconf.com/velocity2011/public/schedule/detail/21123
Keeping The Auditor Away: DevOps Audit Compliance Case StudiesGene Kim
GenOrganizations and development teams are moving beyond waterfall models to those embracing a continuous delivery/DevOps-style set of processes. The deployment of doing tens, hundreds, or even thousands of deploys per day as 'normal' does not align to the SDLC, separation of duties, and common controls expected by auditors.
In this presentation, we will describe what auditors look for in a compliance audit, how to develop alternate control procedures that fulfill those reporting requirements, how to avoid “red flags” that indicate inadequate controls, and real world case studies and reporting artifacts.
Gene Kim has been studying high performing IT organizations since 1999 and helped develop the SOX scoping guidelines with the Institute of Internal Auditors in 2005. James DeLuccia IV is the leader for the Ernst & Young Americas Certification Services, James oversees all of the audits against common industry standards, and champions several global program implementation roll-outs. Developing and 'translating' the control environment behaviors of clients, such as Google, Amazon, Workday, and others is difficult. This discussion will bridge the needs of auditors with the community of developers by sharing examples, discussing the assurance expectations, and how to communicate to pass an audit.
This presentation explores the reasons why software projects are significantly more difficult to manage than other types of projects. Software-specific issues related to scope, resources, and time are explored, as well as how software projects differ from other projects in the physical world. An argument for why software constitutes a “Wicked Problem” is expanded, and numerous software development myths are attacked with real-world anecdotes and solutions.
Testing Small Agile Projects from Agile Vancouver Quality Conference 2014Lanette Creamer
Slides that support stories for the talk Testing Small Agile Projects given by Lanette Creamer, Director of Quality for Silicon Publishing, Inc, on May 26, 2014 in Vancouver, BC, Canada.
Estimates is the Holy Grail upon which projects thrive or perish. It is also high-risk, low-reward work that doesn’t get us any closer to DONE, can (and often does) gets us into trouble with the business, causes a big rush that leads to overtime, cutting corners and even team death marsh.
What causes our estimates go terribly wrong? What can we improve, may just have to accept, and some ideas from other industries on producing and working with estimates.
Systems thinking - a new approach for decision makingJuhana Huotarinen
Systems thinking helps us to understand why people behave like they do. It is a tool for modern decision making and suits well the Agile mindset. Originally presented at Mini Italian Agile day 05/2018
5 Secrets of Smarter, Faster, & Cheaper Construction In NYCRahulJaykar21
Construction in New York City doesn’t have to be a long, drawn-out process. With the proper planning and first steps at the beginning of the project, you can eliminate the top culprits that delay construction projects.
Data Science on a Budget: Maximizing Insight and Impact (Boston Data Festival...Nicholas Arcolano
These are the slides for a talk I gave at the 2014 Boston Data Festival on November 5, 2014.
ABSTRACT:
Many companies have "big data", but not every company has the resources (or need) for a big data team. In this talk we will discuss lessons I've learned from working as part of a small team within a fast-moving mobile start-up and techniques for getting the most out of your data when you're operating with major time, personnel, and resource constraints.
Pathways to Technology Transfer and Adoption: Achievements and ChallengesTao Xie
Dongmei Zhang and Tao Xie. Pathways to Technology Transfer and Adoption: Achievements and Challenges. In Proceedings of the 35th International Conference on Software Engineering (ICSE 2013), Software Engineering in Practice (SEIP), Mini-Tutorial, San Francisco, CA, May 2013. http://people.engr.ncsu.edu/txie/publications/icse13seip-techtransfer.pdf
2011 06 15 velocity conf from visible ops to dev ops finalGene Kim
My presentation called "Creating the Dev/Test/PM/Ops Supertribe: From Visible Ops To DevOps"
2011 Velocity Conference:
http://velocityconf.com/velocity2011/public/schedule/detail/21123
Keeping The Auditor Away: DevOps Audit Compliance Case StudiesGene Kim
GenOrganizations and development teams are moving beyond waterfall models to those embracing a continuous delivery/DevOps-style set of processes. The deployment of doing tens, hundreds, or even thousands of deploys per day as 'normal' does not align to the SDLC, separation of duties, and common controls expected by auditors.
In this presentation, we will describe what auditors look for in a compliance audit, how to develop alternate control procedures that fulfill those reporting requirements, how to avoid “red flags” that indicate inadequate controls, and real world case studies and reporting artifacts.
Gene Kim has been studying high performing IT organizations since 1999 and helped develop the SOX scoping guidelines with the Institute of Internal Auditors in 2005. James DeLuccia IV is the leader for the Ernst & Young Americas Certification Services, James oversees all of the audits against common industry standards, and champions several global program implementation roll-outs. Developing and 'translating' the control environment behaviors of clients, such as Google, Amazon, Workday, and others is difficult. This discussion will bridge the needs of auditors with the community of developers by sharing examples, discussing the assurance expectations, and how to communicate to pass an audit.
This presentation explores the reasons why software projects are significantly more difficult to manage than other types of projects. Software-specific issues related to scope, resources, and time are explored, as well as how software projects differ from other projects in the physical world. An argument for why software constitutes a “Wicked Problem” is expanded, and numerous software development myths are attacked with real-world anecdotes and solutions.
Rescuing and Reviving Troubled Software ProjectsBarry Curry
This presentation guides the audience through a well proven process for rescuing and reviving troubled software projects and is based on over 20 years of experience in industry. From investigation to re-planning, kick off and running the project, tools and techniques for project rescue are described that can be applied to all types of software projects. This practical and effective approach provides a unique insight into what is required to rescue a project and get that project back on track.
Thanks for sharing of PM risks and constraints from Project Mgn.com. Point within the slide is a primer on the most common challenges in project. Risk and constraints will be varied among different types of projects, and many other factors, you should be edited/ amended the points based on your assessments.
Applying both of waterfall and iterative development
2009 Resource Planning Summit Presentation Charles Howell
1. 2009 Resource Planning Summit
YOU WANT TO ADD A NEW PROJECT!
WHICH OF THE 29 EXISTING PROJECTS DO YOU WANT TO STOP?
Charles Howell, PMP
IT Director
Floyd Medical Center
Rome, Georgia
June 30, 2009
2. You want to add a new project?
The Floyd System
• Floyd Medical Center, a 304-bed non-for-profit community
hospital with Behavioral Health Center , Outpatient and Hospice
Services, 21 Primary Care offices and 5 Urgent Care centers
• Largest employer in Floyd County with over 2,000 employees
• Ranked No. 27 among the Top 100 Best Places to Work in
Healthcare by Best Companies Group and Modern Healthcare
• Named 2008 Large Hospital of the Year by Georgia Alliance for
Community Hospitals.
• Floyd President and CEO, Kurt Stuenkel, named CEO of the Year
by Georgia Alliance for Community Hospitals.
Information Technology Department
• IT Staff of about 50 employees.
• Four Project Managers and Seven IT Managers often acting as
Project Leads.
• Currently implementing Cerner Millennium clinical system, a three
year, multi-million dollar project.
3. You want to add a new project?
The Agony of Project Gridlock
Is this the image you
think of when trying
to manage your
project portfolio?
Traffic jams and
projects have a lot in
common.
Photo Courtesy Atwater Village Newbie http://www.flickr.com/photos/atwatervillage/842866223/
4. You want to add a new project?
Project Gridlock is a Powerful Enemy
How did we get into this mess?
Project Plans Developed in Isolation
Planning under the “cone of silence” leads to issues later.
Project “A” doesn’t account for the impact of Project “B”, “C” and “D”.
Priorities Change Too Frequently
Priorities are rarely unambiguous and stable.
Priorities - “they’re all important… all #1”.
Just One More Project…
Just like on the freeway, that one additional project can put you into
gridlock. You immediately know when you get there!
5. You want to add a new project?
The Future: Project Nirvana
Project Gridlock keeps your Organization from
operating in Project Nirvana
6. You want to add a new project?
Project Nirvana
“If the 1980’s were
about quality and the
1990’s were about re-
engineering, the
2000’s will be about
velocity”
-- Bill Gates
How do you get to
Project Nirvana
fast?
Photo Courtesy: http://www.flickr.com/photos/splorp/4151207
7. You want to add a new project?
Reduce Gridlock – Eliminate Chaos
Chaos comes from one of two sources:
8. You want to add a new project?
Unexpected Projects
• “How long have you known about this?”
• “Fix on failure” policy results in unexpected projects.
Unplanned Work
• Emergency changes: something breaks or lack of planning.
• Poorly tested changes: most common source.
• Unauthorized changes: off the radar screen changes.
9. You want to add a new project?
Looking for Chaos Relief?
1: Know the Demand and Your Capacity
2: Start Well - Prep for the Next Project
3: End Well - Manage Existing Projects
10. You want to add a new project?
1: Know the Demand and Your Capacity
2: Start Well - Prep for the Next Project
3: End Well - Manage Existing Projects
11. You want to add a new project?
Know the Demand and Your Capacity
Be pessimistic in planning, optimistic in execution.
• People are usually overly optimistic and will underestimate the time
required to get a specific task completed.
• “Aggressive Schedule” = No One Believes It!
• TAKEAWAY: Hold some resources in reserve to meet unexpected,
legitimate demand.
12. You want to add a new project?
Know the Demand and Your Capacity
Avoiding Fragile Artifacts
• A system without upgrades will over time become an issue in the IT
environment, aka “Fragile Artifact”.
• Proactive scheduling of these upgrades as projects will avoid turning
systems into fragile artifacts no one is prepared to touch.
• Fragile artifacts can impact other systems and one may be your project.
13. You want to add a new project?
Know the Demand and Your Capacity
Projects Beget Projects
• Another car on the thoroughfare…
• One major project may identify the need for multiple follow-on projects.
• For example, a new system implementation may generate the need for an
upgrade and sometimes immediately after the system is live.
14. You want to add a new project?
Know the Demand and Your Capacity
Know the Stakeholders
• Know the customers
»Customers have choices and their future choices may not
include us if we are not responsive.
• Seek them out early and before they ask.
»Meet with them regularly. Get to know their perspective.
»Share the project list with dates, resource requirements and
possible conflicts to gain their participation in the planning
process.
15. You want to add a new project?
1: Know the Demand and Your Capacity
2: Start Well - Prep for the Next Project
3: End Well - Manage Existing Projects
16. You want to add a new project?
Start Well - Prep for the Next Project
Phase Zero
Phase Zero is the time from contract signing to project kick-
off. It’s purpose is to:
Complete high risk, low resource tasks early
»Key Hardware up and running
»Third Party contracts in place
»Interfaces spec’d and ready for coding
17. You want to add a new project?
Start Well - Prep for the Next Project
Phase Zero
Review the scope of the project
»Predecessor projects seem to always pop out at the last
minute .
Review / Start a System Context Diagram
»These are drawings of the environment from the perspective of
the application.
»Identifies dependencies, possible stakeholders and risk.
18. You want to add a new project?
1:Know the Demand and Your Capacity
2: Prep for the Next Project (Start Well)
3: Manage Existing Projects (End Well)
19. You want to add a new project?
End Well - Manage Existing Projects
• Change Management ensures success.
• Ensure operational staff are ready for their support roles so the
project can better close out without support issues.
• Gate Reviews at key milestones identifies issues early.
20. You want to add a new project?
This Project Needs a Gate Review!
This was a project status report issued 3/2/2009. Project started more than
two years ago, has no end date and the project closeout was six months
back. The project health indicator is only yellow!
21. You want to add a new project?
Conclusions
• Build “The List” of Projects.
• Search Out Fragile Artifacts.
• Have a bias against project estimates: Be pessimistic in planning so
you can later be optimistic in execution.
• Hold some resources in reserve.
• Get a Running Start with Phase Zero to reduce risk.
22. You want to add a new project?
Contact Information:
Charles Howell
chowell@floyd.org
Join me on LinkedIn
http://www.linkedin.com/in/charlesrhowell