The document discusses the OODA (Observe, Orient, Design, Act) loop and how it can be applied to project management. It explains that OODA was developed by military strategist John Boyd to describe the combat decision making process. The document then outlines how the four stages of OODA (Observe, Orient, Design, Act) map to the key stages of project planning, implementation, control, and closing/measurement. It provides examples of work breakdown structures and principles for effective project management, emphasizing goals, leadership, scheduling, and metrics.

1. CCEDC’s Business Success
Center
Funded by ARRA of 2009 & supported by U.S. Department of Education and
Arizona Governor’s Office of Economic Recovery
Observe, Orient, Design, Act –OODA and
Project Management
Systems TechnologySystems Technology
Staffing (STS)Staffing (STS)
Bill Bolin, V. P. STS, LLCBill Bolin, V. P. STS, LLC
With technical advice from Colonel Craig Baker,With technical advice from Colonel Craig Baker,
180180thth
Fighter Wing CommanderFighter Wing Commander
STS

2. OODA – developed by military strategist
and USAF Colonel John Boyd. Boyd
applied the concept to the combat
operations process often at the strategic
level in military operations.
STS
McClaren uses OODA process to test new pieces of
technology every 20 minutes. A new F1 race car can
differ from those raced last year by as much as 80%.
OODA – Application Process

3. OODA / Project ManagementOODA / Project Management
A. Review the Development, Definition and Planning Process
B. Review the Implementation Process – Observe, Orient
/Organize, Design / Control and Act - Close/Measurements
Technical
Public Use
Office Improvements

4. OODA / Project ManagementOODA / Project Management
PROJECT PLANNING
•Project Definition - Observe
•Project Development - Orient
•Planning - Design
•Implementation - Act

5. OODA / Project ManagementOODA / Project Management
Four Key Points to a Project’s Success:
1. Goals and Objectives – Observe &
Orient
2. Project Leader – Observe & Orient
3. Schedule (time table) –
Design & Act
4. Measurements
(Budget) - ACT

6. OODA / Project ManagementOODA / Project Management
12 Key Principles for a Project Manager:
1.Focus on the Goal and Objectives
2.Monitor costs and schedules
3.Communicate with the Project Team(s) – keep
it visual
4.Look for measureable successes along the
journey to completion

7. OODA / Project ManagementOODA / Project Management
12 Key Principles for a Project Manager:
5.Determine the Critical Paths and be decisive about
direction and deliverables
6.Make sure an Action is fully defined and do it once,
not multiple times
7.Ask for and obtain AUTHORITY; Responsibility comes
with the territory, but without ……Failure!
8. Authority – without it the Project Manager will be
weakened from the start

8. OODA / Project ManagementOODA / Project Management
12 Key Principles for a Project Manager:
9.Look for active participants and team leaders / members – not passive
attendees
10.Realize that for lengthy projects they must be sold and resold, this is
done verbally and in presentation format. Don’t rely solely on Status Reports.
11. Make sure Management is committed to the success
of the Project!
12.Watch out for Creeping Commitments – where the project has a
critical element, but the resources are too limited to complete it.

9. OODA / Project ManagementOODA / Project Management
Project Plan Diagram – Beginning of a Project
Project
Development-Observe Implementation - Act
Definition – Orient Planning - Design
Goals / Objectives
Design
Identification
Organization
Matrix Manage.
Finance
Operations
Administration
Sales/Mktg
Organize - Orient Control Close &
Measure
Costs
Schedule
Teams
Plan Approval
Scope of
Work
Schedule
Cost/Bene
Budgets
Status Rpt.
Review
Critical Path
Analysis
Audit
Contract
Final Prep.
Goals vs
Accomplish.
Metrics
A B

10. OODA / Project Management
Development - Observe, Orient
Definition
Definition of Goals and Objectives – with an explanation of why the Project is so Important
Design – is a foundation building block. It illustrates the projected flow, along with required resources
Identification – is where the company, departments, personnel, budget, outcomes and schedules are
identified GAP Analysis - what is current : what is required.
Definition – becomes the Executive Summary in the Proposal Stage
VS

11. OODA / Project ManagementOODA / Project Management
Development
Planning - Design
Costs – all costs to implement the project must be clearly described, along with cash flow commitments:
Contractor Costs, Software/Hardware/Maintenance Costs, Construction Costs, Employee Wages,
General Expense Increases, Insurance, Other Capital items, etc.
Schedule – a detail schedule with Tasks/Activities, Responsibility, Estimated Start, Est. Stop, and identification of
Critical Items
Teams – Teams and Team Members will be identified by Responsibility on the Schedule
You have now identified the Project, its Goals/Objectives, its Costs,
its Schedule, its Resources and you are ready to obtain APPROVAL.

12. OODA / Project ManagementOODA / Project Management
Implementation
Organize
Businesses are made up of several departments, each serving a particular function. If the Project is to be
a company wide Project then Matrix Management will be required. For example, take the departments
below and Project Plan how you would include their participation:
Finance – Department head, team members and want to know INPUT / PROCESS / OUTPUT
Operations _______________ ____________ _____ _________ _______
Administration ______________ ____________ _____ __________ _______
Sales/Mktg ______________ ____________ _____ __________ _______
And all other Departments included in the Project Implementation Process
Observe
Orient - Decide
Act
OODA Loop

13. OODA / Project ManagementOODA / Project Management
Implementation
Control
Scope of Work – this is a clear definition of what the Project will accomplish and how each step is required
to meet the Goals and Objectives
Schedule - this is a timetable, identifying the Tasks, Responsibilities, Start and End Times
Cost/Benefits
Budgets - costs are identified in the Budget, Benefits are derived from the Return on Investment
Status Reports – typically there will be monthly / quarterly status reports to Executives (decision makers)
Review they will Review the reports and this is where you could ask for recommendations.
Critical Path - the Status Reports will help identify any Critical Paths that need attention. Sometimes
Analysis this means additional funding or resources. Regardless of impact – Management must
always be made aware of these situations. Every project will have a Critical Path.
TASK Assigned To Start Estimated Actual J F M A Ma Ju Jl Au S O N D
Completion Comp.
-------- ------------------ ------ ---------------- --------- - - - - -- -- -- -- - - - -

14. OODA / Project ManagementOODA / Project Management
Implementation
Close &
Measure
Audit - the most effective method of meeting Audit criteria is to know what is being measured and
make sure the results are identified in the periodic Status Reports.
Contract - Although it rarely happens, towards the end of the Implementation phase is a good time to
to review the Contract and/or Statement of Work. This review helps substantiate the results.
Final Preparation - A Final Status Report will wrap-up any contractual obligations and officially Close the
Project’s Implementation, however, if this is a workable system it will always have
enhancements outside of the original Scope of Work.
Goals vs Accomplishments
– This is the measurement piece. Not all Projects meet 100% of the Goals, but
the successful ones bring returns that reduce costs, and increase revenue.

15. OODA / Project ManagementOODA / Project Management
A. Review the Development, Definition and Planning Process
B. Review the Implementation Process – Organize, Control
and Close/Measurements
WHAT HAVE WE LEARNED?
Let’s use a Work-Breakdown- Structure

16. Project Management – Work Breakdown StructureProject Management – Work Breakdown Structure
Work Breakdown
Structure #:
1.0.0 Task: Create a Demand Aggregation
Plan
Est. Level of Effort: 40 hrs Owner: Project Manager
Resources Needed: Subject Matter Experts Work Products: Excel Worksheet
Description of Task: Development of a detailed project plan that lists all key resources, tasks, milestones,
dependencies, and durations.
Input: • Arizona BB Map compared to Providers Maps, identify the real locations
• SMEs from Providers, Communities, Businesses, Residents, Governments
Dependencies: • Approval of Plan
• Approval of Budget
Risk: • Insufficient budget, Change Orders, Ordnances, Commitments
• Resources for implementation, conflicts with implementation
WBS #: 1.1.0 Work Item: Make Budget
Est. Level of Effort: 20 hrs Owner: Project Manager
Resources Needed: CFO, CIO, Executive Sponsor Work Products: ITPR
Description of Task: Development and documentation of the project budget based on plan and resources.
Input: • Obtain expenses and capital for major milestones
• Provide a timeline for each major milestone
• Recruit SMEs
Dependencies: • Approval of Project
Includes Budget, Timeline, Resources (human and materials)
Risk: • Budget is not adequate, Change Orders, Resource Commitment
• Leadership must be solid

17. Project Planning - Work Breakdown StructureProject Planning - Work Breakdown Structure
STS
Project Name: Company, Agency, Department
Project Manager Date, Revision Number
TASK RESPONSIBILITY EST. START EST. STOP ACTUAL HOW MUCH
DATE DATE COMPLETE
Planning Team Leaders mm/dd/yy mm/dd/yy mm/dd/yy
$_______.___
Action Teams
Implementation
Team Leaders mm/dd/yy mm/dd/yy mm/dd/yy
$_______.___
Action Teams
Incremental Planning
Measurements
Team Leaders mm/dd/yy mm/dd/yy mm/dd/yy
$_______.___
Action Teams
KEY TO SUCCESS: AUTHORITY TO SUCCEED
RESPONSIBILITY
EMPOWERMENT

18. OODA / Project ManagementOODA / Project Management
Four Key Points to a Project’s Success:
1. Goals and Objectives
2. Project Leader
3. Schedule (time table)
4. Measurements
(Budget)
STS
If one the Four Key Points aren’t followed
expect a form of Failure!

19. OODA / Project ManagementOODA / Project Management
STS
STEM
Project Planning and execution is not limited to
businesses, it can be deployed in Education,
Science, Manufacturing, and Services

20. Conclusion of OODA / Project Management
THANK YOUTHANK YOU
Bill Bolin, V.P. STS, LLCBill Bolin, V.P. STS, LLC
480-563-8553480-563-8553
billbolin@hotmail.combillbolin@hotmail.com
Meeting Magic – Running a Meeting Meeting Magic –
Running a Meeting
Project Management Workshop
And OODA Principles