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Project Vital Signs

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In order to foster trust and credibility between a project team and its stakeholders, the team has the responsibility to clearly communicate the health of the project. As the leaders of a project, we can apply the metaphor of medical care and their use of "vital signs" to help form a holistic view of the state of the project. Come learn the five "Project Vital Signs", their associated quantitative metrics and how to enable a team to effectively use them as a tool to diagnose and treat project health problems.

Published in: Technology, Business

Project Vital Signs

  1. 1. Project Vital SignsStelios PantazopoulosLead Consultantprojectvitalsigns.com<br />
  2. 2. My fellow IT practitioners…<br />IT has lost trust and credibility with the business<br />Photo Credit: wbz.com<br />
  3. 3. How?<br />Poor track record<br />Poor visibility<br />ROI hard to quantify<br />
  4. 4. Restoring trust and credibility <br />begins with the Project<br />
  5. 5. Simply saying <br />“the Project is ‘on track’” <br />is not good enough<br />
  6. 6. Photo Credit: the-yes-man.com<br />
  7. 7. Photo Credit: Paul Jerry on flicr.com<br />
  8. 8. Need to show <br />how and why<br />Project is on track<br />
  9. 9. The Need<br />Holistic view into the State of the Project<br />
  10. 10. Project as a Patient<br />Photo Credit: EMS_EMT on flickr.com<br />
  11. 11. Project as a Patient<br />Photo Credit: EMS_EMT on flickr.com<br />
  12. 12. In Medicine…<br />Medical History x Tests x Vital Signs x Experience<br /><br />Diagnosis<br /><br />Treatment<br />
  13. 13. Vital Signs<br />
  14. 14. Vital Signs<br />Photo Credit: osborn.stephen on flicr.com<br />
  15. 15. Vital Signs<br />Simple, quantitative, near real-time metrics <br />conveyed via a chart<br />published to a location <br />and easily referenced by all<br />
  16. 16. PMBOK Project Levers <br />
  17. 17. PMBOK Project Levers + 1 <br />
  18. 18. Objectives with Vital Signs<br />Bring visibility into all 5 project levers<br />Simple, quantitative, near-real time metrics<br />Publish to charts in full public display<br />Where possible include history and trends<br />
  19. 19. Project Vital Signs<br /> Scope Burn Up<br /> Current State of Delivery<br /> Budget Burn Down<br /> Delivery Quality<br /> Team Dynamics<br />
  20. 20. Scope Burn Up<br />Photo Credit:Dru Bloomfield - At Home in Scottsdale on flickr.com<br />
  21. 21. Schedule x Scope<br />=<br />Expected Delivery Date <br />Scope Burn Up<br />
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  25. 25. Current State of Delivery<br />Photo Credit: austrini on flickr.com<br />
  26. 26. Scope x Team<br />=<br />Real-time state of delivery <br />Current State of Delivery<br />
  27. 27.
  28. 28.
  29. 29.
  30. 30. Budget Burn Down<br />Photo Credit: purpleslog on flickr.com<br />
  31. 31. Schedule x Budget<br />=<br />$$$tatus<br />Budget Burn Down<br />
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  33. 33.
  34. 34.
  35. 35. Delivery Quality<br />Photo Credit: jurvetson on flickr.com<br />
  36. 36. Schedule x Quality<br />=<br />How good is the end product<br />Delivery Quality<br />
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  40. 40. Alternative to Bugs as a Measure of Quality<br />
  41. 41. Alternative to Bugs as a Measure of Quality<br />
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  43. 43. Team Dynamics<br />Photo Credit: waldopepper at flickr.com<br />
  44. 44. Schedule x Team<br />=<br />State of the team at different stages of delivery<br />Team Dynamics<br />
  45. 45. Tuckman Model of Group Development<br />http://en.wikipedia.org/wiki/<br />Forming-storming-norming-performing<br />
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  48. 48.
  49. 49. Project Dashboard<br />Photo Credit: jiazi on flickr.com<br />
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  53. 53. Example Scenario<br />
  54. 54. Today is Aug 12Start of Iteration 5Production Release Sep 9, 4 weeks<br />
  55. 55. What is the Current State of the Project?What is the Diagnosis?What (if any) Treatment is required?<br />
  56. 56. Vital Signs<br />
  57. 57.
  58. 58. Scope Burn Up<br />
  59. 59. Current State of Delivery<br />
  60. 60. Budget Burn Down<br />
  61. 61. Delivery Quality<br />
  62. 62. Team Dynamics<br />
  63. 63. What is the Current State of the Project?<br />Not going to make it.<br />
  64. 64. What is the Diagnosis?<br />The team is firing on all cylinders.<br />Quality is good.<br />Not enough time to deliver the full backlog for the September 9th release.<br />Not enough money to carry us through the warranty period ending September 23rd.<br />
  65. 65. What is the Treatment?<br />Release on Aug 26th instead of Sep 9th.<br />Includes 35 stories that are ready for, currently in or have passed QA.<br />Remaining 20 stories to be included in a future release, budgeted for at a later time.<br />
  66. 66. Current State of Delivery : Before<br />
  67. 67. Current State of Delivery : After<br />
  68. 68. Current State of Delivery : After<br />
  69. 69. Scope Burn Up : Before Treatment<br />
  70. 70. Scope Burn Up : After Treatment<br />
  71. 71. Budget Burn Down : Before Treatment<br />
  72. 72. Budget Burn Down : After Treatment<br />
  73. 73. Delivery Quality : After Treatment<br />
  74. 74. Team Dynamics : After Treatment<br />
  75. 75. Key Messages<br />
  76. 76. Visibility into all leversthe PMBOK 4 + Team<br />Photo Credit: lumaxart on flickr.com<br />
  77. 77. Transparency <br />is key<br />Photo Credit: urbanshoregirl on flickr.com<br />
  78. 78. Shared team responsibility<br />Photo Credit: Robert S. Donovan on flickr.com<br />
  79. 79. Project Vital Signs<br />projectvitalsigns.com<br />stelios@thoughtworks.com<br />Special thanks to <br />Agile 2010, ThoughtWorks, Kraig Parkinson and, my wife, Tami<br />

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