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Scaling project operations for slideshare
The document discusses scaling project operations and emphasizes the importance of project management without necessarily increasing personnel. It outlines challenges, defines project success in terms of efficiency and customer impact, and introduces concepts related to organizational structure and competencies. There is a focus on effective project delivery and reinvention in project management to foster growth and innovation.
Scaling project operations for slideshare
- 1. 1 Scaling projectOperations
- 2. 2 Why scale? Dont add more people, if thats possible But some of us need to ... Do you really need more people?
- 3. 3 Challenges Priority2 YOU cannot manage every project
- 4. 4 Hire aProject Manager
- 5. 5 Giving trustand let go
- 6. 6 Organization structure for project delivery
- 7. 7 Project focused Project Manager 1 Project Manager 2 Project Manager 3 Account Manager Staff Project 1 Staff Project 1 Staff Project 1 Staff Project 3 Staff Project 3 Staff Project 3 Staff Project 2 Staff Project 2 Project Heavy
- 8. 8 Line Heavy Operations Head Project Manager 1 Staff C1 Project 1 Staff C2 Project 1 Staff C2 Project 1 Staff C3 Project 3 Project Manager 3 Staff C1 Project 3 Staff C2 Project 3 Staff C2 Project 3 Staff C3 Project 3 Manager Project Office Manager Competence 1 Manager Competence 2 Manager Competence 3
- 9. 9 Line Heavy- Project Operations Head Project Manager 1 Staff C1 Project 1 Staff C2 Project 1 Staff C2 Project 1 Staff C3 Project 3 Project Manager 3 Staff C1 Project 3 Staff C2 Project 3 Staff C2 Project 3 Staff C3 Project 3 Manager Project Office Manager Competence 1 Manager Competence 2 Manager Competence 3
- 10.
- 11. 11 What isa project? Cost Scope Time
- 12. 12 Scope Definingthe scope
- 13. 13 Who canstop your project?
- 14. 14 When isa project successful? Efficiency Impact on customer Impact on the team Business success Preparation for the future
- 15. 15 When isa project successfull? Efficiency Delivering on Time Delivering on Budget Delivering the Scope with Quality Impact on customer Impact on the team Business success Preparation for the future Reinventing Project Management: The Diamond Approach to Successful Growth and Innovationby Aaron J. Shenhar Dov Dvir
- 16. 16 When isa project successfull? Efficiency Delivering on Time Delivering on Budget Delivering the Scope with Quality Impact on customer Meeting requirements Actual benefit to the customer Customer satisfaction Brand recognition Impact on the team Business success Preparation for the future Reinventing Project Management: The Diamond Approach to Successful Growth and Innovationby Aaron J. Shenhar Dov Dvir
- 17. 17 When isa project successfull? Efficiency Delivering on Time Delivering on Budget Delivering the Scope with Quality Impact on customer Meeting requirements Actual benefit to the customer Customer satisfaction Brand recognition Impact on the team Satisfaction Morale Skillset improvement Burnout? Business success Preparation for the future Reinventing Project Management: The Diamond Approach to Successful Growth and Innovationby Aaron J. Shenhar Dov Dvir
- 18. 18 When isa project successfull? Efficiency Delivering on Time Delivering on Budget Delivering the Scope with Quality Impact on customer Meeting requirements Actual benefit to the customer Customer satisfaction Brand recognition Impact on the team Satisfaction Morale Skillset improvement Burnout? Business success Sales and profits Market share Cash flow Others Preparation for the future Reinventing Project Management: The Diamond Approach to Successful Growth and Innovationby Aaron J. Shenhar Dov Dvir
- 19. 19 When isa project successfull? Efficiency Delivering on Time Delivering on Budget Delivering the Scope with Quality Impact on customer Meeting requirements Actual benefit to the customer Customer satisfaction Brand recognition Impact on the team Satisfaction Morale Skillset improvement Burnout? Business success Sales and profits Market share Cash flow Others Preparation for the future New technology New Market New product line New core competency New organizational capability Reinventing Project Management: The Diamond Approach to Successful Growth and Innovationby Aaron J. Shenhar Dov Dvir
- 20. 20 Efficiency Deliveringon Time Delivering on Budget Delivering the Scope with Quality Impact on customer Meeting requirements Actual benefit to the customer Customer satisfaction Brand recognition Impact on the team Satisfaction Morale Skillset improvement Burnout? Business success Sales and profits Market share Cash flow Others Preparation for the future New technology New Market New product line New core competency New organizational capability Questions?
- 21. 21 People, yourpeople
- 22.
- 23. 23 SFtaorlltoinwgi nsgomthertohuinghg ,n tehwat!’s the ride.
- 24. 24 Enjoy theride! Have fun.
Editor's Notes
- #3 When you started up, dud you very think that, you could lay back and relax, and that at some point of time the company will care of itself At some point of time you, want the company to take care of itself. Hire people to do your job, so you can do other stuff. The time you have freed up should enable you to earn more money, than what you are spending on this person. So if you have not already found a part time CFO, an HR admin etc. do so asap. Our focus for this presentation , is specifically on project operations. If you can manage without scaling the number of projects and people: Wonderful! People come with baggage. Most people find that the quantitative stuff is easy. It is the warm and fuzzy stuff that’s hard. Adding more people: the picture painted is very similar to having a child. All rosy ... but in reality more like a roller coaster ride. But you may have reasons to scale: Business needs: Manage cashflow with sideprojects Business needs: More projects are needed to scale the business Or perhaps just a desire to serve more people
- #4 You cannot manage every project: Cannot be in touch with every customer Cannot be in touch with every team member Cannot understand business requirements, in depth for every project Cannot manage the risks and issues for every project
- #5 Assuming that you already have a full time or a part time CFO, HR and Admin in place … I recommend that you consider hiring a good project manager. If you are lucky, you may already have someone who can do this job. Someone to whom you can say: “These are the promises I have made, These are the resources you have. If you need more resources, let me know. If I am making promises you cannot keep, let me know” What sort of a project manager you need … depends on the sort of projects you do and the clients you have. So for e.g. if your clients are programmers or designers … it is preferable that your project managers also have the same skill set. If your clients or customers are not technical, but all of them are from a particular industry or segment … get someone who knows that industry well. But irrespective of whether they are techie or not, whether they have niche domain knowledge or not … they almost always should have good communication skills and should be good with people.
- #6 When they start: They will not be half as good as you. They will make bad choices. They may take more time and cost more money But if you are serious about this stuff, and if you want them to run the army ... you have to do this. Give them one client or one project ... there will be failures. But persist.
- #12 Finite, Managable, Time dated. There has to be one human being responsible for delivering the project successfully.
- #13 Trash at the beginning, and keep taking people off, towards the end.
- #14 The CEO / Legal / The customer
- #20 Potential Metrics Which metrics to use, depends on your project. Your agreements with the customer, your long term plans etc. Who is the project for? Customers or consumers … when you can, please both. But when push comes to shove, you may have to make a choice.
- #21 Potential Metrics Which metrics to use, depends on your project. Your agreements with the customer, your long term plans etc. Who is the project for? Customers or consumers … when you can, please both. But when push comes to shove, you may have to make a choice.
- #22 Motivating your staff. You are no longer in touch with everybody. Keep telling them the reason and the purpose of the organization and the project. Monthly meetings with all projects. Weekly meetings with every project and line manager. Quarterly meets with all staff.
- #23 In our society, starting is applauded. Tell your grandmom you started a new job. Blessings and Thank you notes to God. Tell your friends and a treat will happen the next day. Sales is tough. But the time from the closing of a sale to the first few weeks of a project, the honey moon phase, is the pat on the back time. How many of you have started a gym membership in the last one, or two years? Do you still go to gym. Following through is hard. But if you are serious about scaling … you have to follow through.
- #24 There will be ups and downs. Times when you feel you have lost control.
- #25 Enjoy the ride. Have fun!