May 5, 2015 Version: Fail-proof your projects
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This document summarizes a workshop on project management and how to fail-proof projects. The workshop was held on May 5, 2015 from 3:10 pm to 5:00 pm in Ann Arbor, Michigan. It explored practices to failure-proof new projects and rescue troubled ones. Attendees would learn the basics of project management from the Project Management Body of Knowledge and how to become a certified project manager. The workshop aimed to help participants understand and manage project uncertainty and risk from the beginning of a project.
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May 5, 2015 Version: Fail-proof your projects
- 1. bit.ly/umichpmp Fail-proof your projects Vic Divecha, MSE, PMP 5/5/2015 Enriching Scholarships www.slideshare.net/rdivecha/fail -proof
- 2. bit.ly/umichpmp Fail-Proof Your Projects Tuesday, 5/5, 3:10 pm-5:00 pm Faculty Exploratory, 206 Hatcher Graduate Library 913 South University, Central Campus START TIME: 3:10 PM This workshop will explore straightforward practices you can use to failure-proof new projects and rescue troubled ones. You should leave this session with a basic understanding of the Project Management Body of Knowledge (PMBOK) and information about becoming a certified project management professional.
- 4. bit.ly/umichpmp PHASE 1 GCP Training at CTSA Hubs September 2014 – January 2015 PHASE 2: Dec 2014 - … COMPETENCY-BASED EDUCATION, TRAINING, ASSESSMENT 9 Domains 43 Competency Statements CLINICAL TRIAL OPERATIONS (GCP) SCIENCE & DESIGN ETHICS & SAFETY DRUG, DEVICE, INTERVENTION S STUDY AND SITE MGMT DATA AND INFORMATICS LEADERSHIP AND PROFESSIONALISM COMMUNICATIO N TEAM SCIENCE Opportunities: Workforce Dev DTF NCATS Innovation Awards • GCP Training Expectation at CTSA Hubs • U-M Implementation • Social Behavioral CTs GCP Training Module (Murphy) Joint Task Force for Clinical Trial Competency: 8 Domains / 57 competency statements Harmonizes prior Competency- based work, including CTSA Masters level core competencies (97 competencies in 14 domains) CoAPCR Accreditation Process ACRP Global 2015
- 5. bit.ly/umichpmp PgMO: Beta (2013-15), V 1.0 (2014-15), and V 2.0 (2015-16)
- 6. bit.ly/umichpmp Take-aways ❖ You are here: PM in the management universe ❖ Charters: Manage project risk at the outset ❖ Progress: Ensure progress
- 7. bit.ly/umichpmp Act I The big picture
- 9. PMI/PMBOK Guide “Management Universe” A Guide to The Project Management Body of Knowledge (PMBOK) (2013)
- 10. bit.ly/umichpmp PMI’s Definition of a Project A project is a temporary endeavor undertaken to create a unique product, service, or result.
- 12. bit.ly/umichpmp Can you find the triple constraint in 5 minutes? Pair work • Select a high visibility project (2 min) • Determine the triple constraint (3 min) • Report out
- 13. bit.ly/umichpmp Act II Understanding and managing project uncertainty at initiation
- 14. bit.ly/umichpmp 1 2 3 Cost of project change
- 15. bit.ly/umichpmp Nature of Risk & Uncertainty Over Project Life PROGRESSIVE ELABORATION
- 16. bit.ly/umichpmp knowledgeareas process groups Initiating Planning Executing Monitor/Control Close Scope Time Cost HR Quality Communication Integration, Procurement, Stakeholder Mgmt
- 17. bit.ly/umichpmp A Guide to The Project Management Body of Knowledge (PMBOK) (2013)
- 18. bit.ly/umichpmp PMP Credential ❖ Education Level v/s Required Experience ❖ Formal PM training ❖ Apply with references ❖ Prepare for the exam ❖ Maintaining credential ❖ 60 PDUs / 3 year cycle
- 20. bit.ly/umichpmp
- 21. bit.ly/umichpmp
- 22. bit.ly/umichpmp A Generic Charter umich.box.com/charter: In MS Word, mouse over items to see definitions
- 26. bit.ly/umichpmp Keep learning, doing, and climbing Tools & Frameworks
- 28. bit.ly/umichpmp HBR Project Progress Report Status Period: From - To • Key milestones • Key issues/problems • Key decisions • Budget status • Changes in resources/scope/timeline • Next steps • Comments
- 30. bit.ly/umichpmp Negotiation Skills: Managing Constraints
- 31. bit.ly/umichpmp Plain language stakeholder management, low-resource/non-profit, results oriented approach, deliver benefits to populations
- 32. bit.ly/umichpmp ❖ PMI: www.pmi.org ❖ PMI Local Chapter : pmi-hvc.org ❖ PM MOOCs, Lynda.com ❖ Visit Menlo in Downtown Ann Arbor ❖ Write a charter, just one charter ❖ umich.box.net/charter ❖ Templates: ❖ https://hbr.org/businesstools ❖ Connect: ❖ rdivecha@umich.edu ❖ Linkedin.com/in/vicdivecha Thank You!
- 33. bit.ly/umichpmp Epilog The beginning has ended Introductions!
- 34. bit.ly/umichpmp Thanks! Please evaluate the session
- 35. bit.ly/umichpmp
- 36. bit.ly/umichpmp
- 37. bit.ly/umichpmp
- 38. bit.ly/umichpmp Questions? O Fortune, like the moon you are changeable, ever waxing and waning; hateful life first oppresses and then soothes as the sharp mind takes it; poverty and power it melts them like ice.
Editor's Notes
- 5 mins} 3:25 – 3:30 2 Key Roles Ground Rules (whiteboard) - Bathroom location - Questions parking lot Pair-up to discuss answers Today’s material is neutral to methodologies (agile/waterfall) or work domains - ANSI standard that blossomed from Moonshot Today’s session: In-scope: Project initiation i.e. making the right choices at the rental counter: appropriate size vehicle, declining and buying appropriate coverages In-scope: Minimalist project management (progress report) Out-scope: Project planning/execution/control (i.e. good driving skills) WHY? Planning/Execution frameworks are area specific, e.g. IT has Adaptive, Agile; Construction has Waterfall Source: Info & definitions from PMBOK, an ANSI standard
- 5 min} 3:10 – 3:15 Goal: end by 4:50 PM
- 5 min } 3:15 – 3:25 http://www.fgideas.org/magnificent-indian-temple-carved-from-one-giant-rock/
- 3 mins} 3:30 – 3:33 About me: PM for NCATS/NIH funded $2 mill education/training award Report to Associate Dean for Clinical and Translational Research at University of Michigan.
- 2 mins} 3:33 – 3:35 About me: PMP Cert in 2013, Certified through 2019 PM Resume: Rethink Space: Serving on teams, as a team member PgMO: Beta (2013-15), V 1.0 (2014-15), and V 2.0 (2015-16)
- 2 mins} 3:35 – 3:37 Improved project initiation skills through charters Better management of project vulnerabilities This workshop will explore straightforward practices you can use to failure proof new projects and rescue troubled ones. You should leave this session with a basic understanding of the Project Management Body of Knowledge (PMBOK) and information about becoming a certified project management professional.
- 1 mins} – 3.38
- 10 mins} – 3.38 – 3:48 What is not a project (operations, programs, portfolio) Can be planned and executed with great certainty (i.e. install Needs competent skilled professionals with monitoring and control Outputs are expected to be consistent and standardized What is a project? (Open ended question) Word association: Pair and Discuss: “Project” invokes what? Produces deliverables with a twist, new outputs, change in behavior or operation Needs leadership skills more than controlling skills Ans: Projects and operations have deliverables, but projects have new, unique, change oriented deliverables. Scope of today: Discussion of project challenges, not operational work
- 5 mins} – 3.48 – 3:53 Vision: Kennedy says, let’s put a man on the moon Mission: NASA to build a device to put a man on the moon Strategies: Build a rocket, build a teleporter, build a ladder Operations: Keep the lights on at NASA: keep existing facilities running, salaries paid. Program: Build space shuttles Project: Moonshot
- 1 min } – 3.48 – 3:49
- 5 min } 3:49 – 3:54 Triple constraint: scope/resources/time-frame = outcome (qualitative or quantitative) Roughly 70% of change efforts fail; 40% of all Information Technology projects fail, according to a study by Gartner/TechRepublic. In clinical research, project failure rates can be as high as 95%, according to the NIH. Is project failure preventable? Whether you are developing a mobile app or the next medical device, initiating change in your workplace, or planning home improvement, project initiation basics can prevent avoidable failures.
- 10 min } 3:54 – 4:04 Pair up & investigate: Time / Cost / Resource You are auditors from Unified Project Governance Police, your mission is to bring happiness to staff and management by balancing the project portfolio. Which ones are really a project by formal definition, which ones are not? Why?
- 5 min } 4:04 – 4:09 Peer discussion: 1 minute WHY focus on the charter today?
- 2 min } 4:09 – 4:11 Progressive elaboration nature of project is the key learning point. Key to success is crystallizing scope, resource commitments, Examples of project charters? >> rental car agreement >> pre-nup Progressive elaboration nature of project is the key learning point.
- 1 min }– 4:12 For small project, the manager does it all in consultation with functional experts. For large projects, directors can be hired for each knowledge area. e.g. Moonshot
- 1 min }– 4:13 About 50 standardized processes Nobody does it all. So we have to stick to the most essential, the most critical: The heart of the baby
- 31 min } – 4:16
- 3 min } – 4:19 Story: Retired GM PM on the plane last week The sponsor role: key to success. Tools, technologies, data are “not your mommy”
- 2 min } – 4:21 So, who will help or hurt? Hell is other people
- 5 min } – 4:26 JCI - “I know what a charter is. That’s exactly why I want you to skip ahead and start planning” Pre-nup NOT A PLAN An exercise in organizational discipline and sustainability before people go too far It’s the heart of the project, can only survive a couple of attacks Took us 1 year to create a 1 page charter that works for our organization – iteratively End of JCI Story: The business unit was sold off to an even worse company. Bad culture begets bad business discipline. If your leaders like to waffle on direction, you need to find a better place to work.
- 1 min } – 4:27 A compressed charter. Popular in IT.
- 2 min } – 4:29 Give out project charter template at this point. NOT A PLAN!
- 3 min } – 4:32 Marshall Resources Initial Team, Roles & Responsibilities Rough Budget & Source Executive Buy-in Sponsor Business case: justification/purpose Buy-in from leadersahip Authority to conduct project Limited Liability: Mark the boundaries Objective Scope Milestones Initial Assumptions/Risks
- 1 min } – 4:33
- 4 min } – 4:37
- 1 min } – 4:38 Kotter is king of change management
- 1 min } – 4:38 Deal with power and/or dirty players; Moral: It was important to know that this was my job. Framework told me and inspired me to do it. Finding BATNA; weakening their BATNA Positive No – I’d rather you reward the candidate in mind for org harmony;
- 2 min } – 4:39 Most relevant program management approach for projects on campus Unlike construction and rocket-building, projects on campus are akin to small govt. agencies and non-profits. What’s needed? Plain language, elegant plans, large stakeholder base management. RBA is the tool used by under-funded governments to get from “Talk to action”
- 3 min } – 4:42 Network & continuing ed with area project mgmt professionals PMI Huron Valley pmi-hvc.org Pick ONE project to write a charter: (template here: bitly) new or existing & troubled to write a charter 1-on-1 consult with Vic: Professional development as a project management professional Anything else, project management related
- 10 min } – 4:49
- 3 min } – 4:42 Things can go wrong beyond initiation
- Three stone-artists, chiseling away: What’s up - We are doing some construction, I am chipping away this rock to make this supporting pillar We are working on a building here, top down, great engineering concept. Third: I am working on this project, to make sure people have recognition of Shiva and a place for contemplation, as the Queen desires <3 Masons of Cologne Story>
- About 50 standardized processes - Hire people, build a team, gain awareness
- Go over slides once again, then take questions. Guitar O Fortuna: - https://www.youtube.com/watch?v=JUs07LpVqgU