End the project death march: do more projects and boost team engagement!
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The document discusses a presentation by Joe Cooper, PMP, PMCP at the PMI - Central Indiana Chapter Professional Development Day about resolving crises and stress in projects. It covers techniques like using 50/50 estimates to eliminate waste and boost engagement, applying a project buffer to avoid crisis and protect commitments, and creating focus to eliminate rework and context switching. The presentation provides strategies to significantly improve meeting delivery commitments and simplify project management with pragmatic estimating.
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Happy reading,
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- His team did their best with practices like pairing, testing, continuous integration but the client was unhappy because the software was late, irrelevant, and automated a useless process.
- The team decided to change their approach to work more closely with the client, challenge assumptions, and continuously deliver value rather than just building software.
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Project Charter template (contains Scope Section): project name:Executive Summary
Where did this project come from?
Why is it being done?
What impact will the project create (internally, externally)?
What strategic plan does it contribute to?
What does the customer receive/not receive by project end?
What key assumptions are driving this project?
What risks could challenge project success?Goals
What business/organization goal(s) does this project support?
What business need is being satisfied by this project?Objectives
What, specifically, needs to be done to meet project/customer requirements/expectations/goal?
What is the target of the project?
Note: Ensure each objective contributes to the goal. C.
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What should be estimated?
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This document provides an overview of project management. It defines a project as work with a beginning and end that creates a product or service with a defined schedule, scope and resources. It describes the project manager's role as using knowledge and tools to manage a project from start to finish to meet requirements. The project lifecycle is outlined as having five stages - initiate, plan, execute, control and close. Key aspects of project management covered include creating a project objective statement, making a project manageable by breaking it down into deliverables and tasks, managing risk, and closing the project with a post-mortem meeting.
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The document discusses the fundamentals of project management. It outlines the objectives of project management including developing a plan, tracking progress, and finishing projects. It then lists 10 reasons not to implement project management. The rest of the document defines key project management concepts, the benefits of project management, how to develop a project plan, and tools for tracking and closing projects.
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Critical Chain Project Management (CCPM) is a methodology that improves project management through 3 key principles: 1) Buffer time is placed on the longest project path to protect the due date. 2) Projects are released based on constraint availability to reduce multitasking. 3) Execution priorities are driven by relative buffer consumption to focus on projects needing attention. CCPM has been successfully implemented by many companies resulting in reduced time to market, higher on-time delivery, more projects completed, and improved resource planning.
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1. Project success is defined as achieving the intended purpose, while failure is anything short of that.
2. Early warning signs of potential project failure include lack of interest from the team, poor communication, losing momentum by not having smaller milestones, going over budget, and changing the project's focus midway.
3. Key factors that increase success are having top management support, client involvement, an experienced project manager, clear objectives, and a well-defined scope.
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The document discusses the importance of effective project planning and scheduling. It argues that [1] unrealistic project plans and [2] inability to execute plans according to schedule are the main causes of project failure. It advocates for top-down, deliverable-based planning with uncertainty analysis to create realistic plans. It also recommends visualizing projects in phases and disciplines to aid understanding, and using metrics and trend analysis to continuously improve plans and monitor performance. The goal is to tie effective planning to successful execution to reduce project failures.
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- Tasks are allocated to individuals who are available to complete the work. A schedule is then built based on task dependencies, resource availability, and exclusions for weekends and holidays.
- Costs include those associated with running the project like personnel time, and costs to create deliverables.
- Milestones are added to communicate progress. Contingency is included either as a top-down percentage or bottom-up review of individual tasks to account for risk.
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Project Charter template (contains Scope Section): project name:Executive Summary
Where did this project come from?
Why is it being done?
What impact will the project create (internally, externally)?
What strategic plan does it contribute to?
What does the customer receive/not receive by project end?
What key assumptions are driving this project?
What risks could challenge project success?Goals
What business/organization goal(s) does this project support?
What business need is being satisfied by this project?Objectives
What, specifically, needs to be done to meet project/customer requirements/expectations/goal?
What is the target of the project?
Note: Ensure each objective contributes to the goal. C.
Projectmanagement Refresher for Trainees
The document outlines an agenda for a training on project management. It discusses key concepts like defining project management, the project lifecycle, important project manager skills, and tools for planning, monitoring, and managing risk. It also describes an assignment where participants will work in cross-cultural groups to design a mock project using five project tools.
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This document outlines 10 commandments or principles for project success based on the concepts of mind, body, and soul. It begins with an introduction to the topic and definitions of key terms. It then describes 3 cardinal rules for project teams based on mind, body, and soul. The rest of the document outlines each of the 10 commandments for project success and discusses challenges in implementing them. For each commandment, it provides solutions categorized as knowledge/mind, action/body, and soul. The commandments focus on areas like scope management, cost estimation, team development, risk management, use of quality tools, and project monitoring and control.
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This presentation discusses good practices for successful project management. It recommends 1) defining success criteria at the start, 2) identifying drivers, constraints and flexibility, 3) defining release criteria during planning, and 4) negotiating achievable commitments. Additional tips include writing detailed plans, estimating efforts not time, tracking progress openly and honestly, and conducting retrospectives. The presentation notes that requirements will constantly change and the key is to simplify change management.
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List of some project management best practices.
Define project success criteria
Define acceptance criteria
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What should be estimated?
When and what to track
Why did projects fail?
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This document provides an overview of project management. It defines a project as work with a beginning and end that creates a product or service with a defined schedule, scope and resources. It describes the project manager's role as using knowledge and tools to manage a project from start to finish to meet requirements. The project lifecycle is outlined as having five stages - initiate, plan, execute, control and close. Key aspects of project management covered include creating a project objective statement, making a project manageable by breaking it down into deliverables and tasks, managing risk, and closing the project with a post-mortem meeting.
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The document discusses the fundamentals of project management. It outlines the objectives of project management including developing a plan, tracking progress, and finishing projects. It then lists 10 reasons not to implement project management. The rest of the document defines key project management concepts, the benefits of project management, how to develop a project plan, and tools for tracking and closing projects.
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success and failure of project chapter 5.pptx
1. Project success is defined as achieving the intended purpose, while failure is anything short of that.
2. Early warning signs of potential project failure include lack of interest from the team, poor communication, losing momentum by not having smaller milestones, going over budget, and changing the project's focus midway.
3. Key factors that increase success are having top management support, client involvement, an experienced project manager, clear objectives, and a well-defined scope.
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The document discusses the importance of effective project planning and scheduling. It argues that [1] unrealistic project plans and [2] inability to execute plans according to schedule are the main causes of project failure. It advocates for top-down, deliverable-based planning with uncertainty analysis to create realistic plans. It also recommends visualizing projects in phases and disciplines to aid understanding, and using metrics and trend analysis to continuously improve plans and monitor performance. The goal is to tie effective planning to successful execution to reduce project failures.
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This document outlines steps for creating a project plan, including allocating tasks, building a schedule, determining costs, adding milestones and contingency. Key points:
- Tasks are allocated to individuals who are available to complete the work. A schedule is then built based on task dependencies, resource availability, and exclusions for weekends and holidays.
- Costs include those associated with running the project like personnel time, and costs to create deliverables.
- Milestones are added to communicate progress. Contingency is included either as a top-down percentage or bottom-up review of individual tasks to account for risk.
- Before moving forward, the plan is reviewed to ensure it is feasible given available time,
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End the project death march: do more projects and boost team engagement!
- 1. PMI –Central Indiana Chapter Professional Development Day Joe Cooper, PMP, PMCP : 1joecooper
- 2. PMI –Central Indiana Chapter Professional Development Day Resolve crisis and high-stress in projects Significantly improve meeting delivery commitments Simplify with pragmatic estimating Visually report project health early and objectively 10/3/14 2
- 3. 10/3/14 3 Wait a minute… Something feels wrong!!
- 4. 10/3/14 4 In project management, a “death march” is a project where the team feels it is destined to fail, or requires periods of unsustainable work; frequent nights and weekends. A project like this is usually filled with crisis and panic, particularly toward the end. Photo from cover of book titled “Death March” by Edward Yourdon
- 5. 10/3/14 5
- 6. 10/3/14 6 Schedule overruns 74%, up from 71% in 2010 Budget overruns 59%, up from 46% in 2010 Features delivered 69%, down from 74% in 2010
- 7. 10/3/14 7
- 8. 10/3/14 8
- 9. 10/3/14 9
- 10. 10/3/14 10 Schedules cut by sponsors or management Expecting every task to complete "on-time" Expecting later task owners to "make up time" when earlier tasks slip Cutting testing when project commitment date is in jeopardy Green to red status overnight Overtime required -nights and weekends Heroics needed to finish the project "No organization can possibly survive if it needs geniuses to manage it" -Peter Drucker
- 12. 10/3/14 12
- 13. 10/3/14 13
- 14. 10/3/14 14
- 15. 10/3/14 15 10% confidence 50% confidence 95% confidence 2 days 5 days 12 days .20 .40 .60 .80 1.0
- 16. 10/3/14 16 No progress Panic Work! Start task Deadline
- 17. 10/3/14 17 Hidden Padding Hidden Padding Hidden Padding Hidden Padding Task 1 Task 2 Task 3 Task 4 Task 1 Task 2 Task 3 Task 4 Project Buffer Time Saved
- 18. 10/3/14 18 Hidden Padding Hidden Padding Hidden Padding Hidden Padding Task 1 Task 2 Task 3 Task 4 Task 1 Task 2 Task 3 Task 4 Project Buffer Time Saved
- 19. 10/3/14 19 Project Buffer
- 20. 10/3/14 20
- 21. 10/3/14 21 Buffer consumed .Project 1 .Project 2 .Project 3 .Project 4 .Project 5 .Project 6 Project duration
- 22. 10/3/14 22 Mazda using these methods.
- 23. 10/3/14 23 Chapter 17 www.tocico.org
- 24. PMI –Central Indiana Chapter Professional Development Day Continually strive to create systemharmony. Eliminate the stress that degrades performance. Use 50/50 estimates to eliminate waste, boost team engagement, accelerate projects, and get more done. Use a project buffer to avoid crisis, protect delivery commitments, and to enhance competitive advantage. Create environments of FOCUS to eliminate the waste of rework and context switching. 10/3/14 24
- 25. PMI –Central Indiana Chapter Professional Development Day 10/3/14 25 Thank you! Joe Cooper email: jcooper@Allegient.com phone: 309-212-6305 : joecooper1 www.Allegient.com : 1joecooper :slideshare.net/JosephCooperPMP