The document discusses project management challenges and provides advice for avoiding problems. It outlines the keys to good project management as having good people, communication, understanding requirements, and risk management. Problems can arise from limited communication, cost/schedule overruns, and poor planning. This can damage relationships and reputation. The document stresses the importance of proper planning, analysis of actuals against plans, communicating with customers, and using earned value systems to monitor performance and provide early warnings.

1. PM ChallengeFebruary 2011The GoodThe BadThe Ugly

2. The GoodGood performance is a multi-variable dependent on good people, good tools/processes, good management, good customer relationshipsGood communication (horizontal and vertical)Understanding organizational structure, goals, and expectationsUnderstanding the Project/Program requirementsContract typeSome contract types are much more susceptible to impacts from cost or schedule problemsFixed price, IDIQ task order, fixed rateGood risk management practices:Early identification (proactive vs reactive)Honest diagnosisReasonable, coordinated, aggressive mitigationsFollow-throughHiring good qualified people is a givenKnowing what skills you needTechnical, right experience for right job, customer skills, soft skills

3. February 2009Melba York: 2009 PM Challenge3Trust is EverythingGood relationships are built on trustIntegrityHonestyOpennessDependabilityReliabilityMutual goals

4. February 2009Melba York: 2009 PM Challenge4Customers Want to Work With People They TrustWant us to share their visionWant us and them to succeedWant a “friendly” working relationship“All things being equal, I would rather do business with my friends than with my enemies.” - Unknown

5. The BadLimited CommunicationCustomers are surprised No or minimal forewarningReactive mode“I can fix it” mentalityPotential Cost and Schedule OverrunsEarly indicators, early warningsImpacts to profitsImpacts to peopleIMPACTS CREDIBILITY WITH YOUR CUSTOMER

6. The BadWhy is this happening? Poor planningLack of risk management and risk mitigation techniquesPerformance metrics may not be adequateDoes data tell you what you really need to know?Does it provide enough granularity to permit early warning so you can anticipate potential problem areas?Don’t Put off Bad News

7. The UglyImpacts of Budget & Schedule Mis-ManagementDamaged customer relationshipsImpacts to future businessReputation/imageNot meeting customer expectationsPoor performance scoresExamples:GAO Report: NASA projects need more disciplined oversight and management to address key challenges, dated March 5, 20091990 GAO designated NASA’s contract management as high risk in view of persistence cost growth and schedule slippage in the majority of its major projects

8. The UglyBottom LineNon-profitableLoss of Customer baseBad reputation with customers and employeesLoss of businessOut of business!

9. How do you avoid the "ugly”Implementing an earned value systemIntegrates cost/schedule togetherProvided early warning systemsAllows scenario analysis to evaluate cost/schedule trade-off if one component (cost, technical, schedule) suddenly gets higher priorityProvides ability to forecast cashflowAllows management to know when money is neededHighlights resource needsProvides input into hiring needs or resource levelingHelps management assess changes (movement of tasks/resources) to provide same work more consistently over time without spikes/drops in the workforce

10. What Does It Take?Proper planning is keyDetailed requirements, estimates and schedules are a must!Frequent analysis of actuals against plan are imperativeDon’t hide bad newsCommunicate with customers frequentlyMake a plan, stick to the plan; if changes are necessary, develop new plan with customers

11. Data IntegrationProject ScheduleP3 / MS ProjectPRISM ProjectEstimatorMaterial Unit CostsMaterial QuantitiesSchedule Activities and ResourcesDetailed Project EstimateProcurement &Materials ManagementModulesSchedule InterfaceModuleBaseline EstimateModuleBaseline EstimateModuleBudget EstimateCommitmentsWBS CodingEngineering SystemsCost & Progress ModuleControl AccountsEngineering ProgressModuleContracts/P.O. AdministrationModuleEngineeringProgressContract/POProgressEngineering ProgressDeliverable StatusRisk ActivitiesActual CostsDocumentControlModulePRISM RISK Manager Accounting DataSAP, Oracle, etc.

12. Proprietary Data is Hidden

14. Proprietary Data is Hidden

15. Proprietary Data is Hidden

17. Proprietary Data is Hidden

18. Proprietary Data is Hidden

19. Proprietary Data is Hidden

20. Proprietary Data is Hidden

23. FY08 PI&C Integrated Baseline Review WBS 6.1 & 6.2 & 6.3 & 6.4 & 6.6 & 6.7 -Task Order 343Proprietary Data is Hidden ARES Proprietary

26. Your Reputation Is On The Line:What Do YOU Want To Be?The Good

27. The Bad