20130312 The Zombies of Project Management


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This presentation reflects my concern with the misuse and misunderstanding of the concepts around Project Management. We need to look out for these Zombies and eradicate them! These people don't even realise they are zombies and dead from the neck up.

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20130312 The Zombies of Project Management

  1. 1. www.nonsuch.co The Four Zombies of Project Management ‘How lazy habits and bad attitudes in Project Management continue to manifest themselves’ Presented by Youssef Mourra Director, Head of PPM Nonsuch Consulting 12th March 2013 Sydney PMI Chapter Meeting Castlereagh Boutique Hotel Sydney
  2. 2. The Speaker –Youssef Mourra • Managing Director and Head of PPM – Nonsuch Consulting • Over 20 years' experience in the world of project, programme and portfolio management (P3M). • Past experience with Lexel, PIPC, Cognizant, Ernst & Young, Cap Gemini in Australia, France and the UK. Worked in Europe, Asia and America • For the past 10 years have been based in NZ (Wellington) and has gained experience with a number of clients both in the private and public sector. • Led hundreds of consulting engagements ranging from complex project and programme rescues, mobilisation of project offices, to implementation of project management information systems. • Recognised as a trusted advisor by a number of 'C' level executives and project offices throughout the APAC region. 2 © Nonsuch Consulting 2014
  3. 3. Are you a Zombie PM? Do you know a Zombie PM? 3 © Nonsuch Consulting 2014
  4. 4. Meet the Zombies Boris Doris Morris Horace 4 © Nonsuch Consulting 2014
  5. 5. Meet Boris Benefits Management Zombie 5 © Nonsuch Consulting 2014
  6. 6. What Boris believes… • Benefits can’t be measured • Because benefits are not all about dollars, then it’s too hard to do and not worth the effort • Cynicism about the reason benefits are identified • He reckons they’re used to justify a project but then set aside during delivery and never referred to again • He’s never seen Benefits reported on or referred to or after the project has been delivered • Just get on with the project • If enough people want the project and it’s a good idea, then that’s all you need. What’s the drama? 6 © Nonsuch Consulting 2014
  7. 7. Why Boris must die! • Why are you doing this project? • Why was it chosen above others? • Benefits Management is easy if you keep it simple • There are Four phases to Benefits Management • There are Four broad types of Benefits • Keep the Business Case simple • Use an Outline Business Case and then a Detailed Business Case if necessary • Use Investment Logic Maps • If you’re feeling lucky, use NPV or IRR • How else do we establish return on investment? 7 © Nonsuch Consulting 2014
  8. 8. Benefits Management Lifecycle - Four Phases Program Management Identify the Program Define the Program Close the Program Deliver the Program Deliver the Capability Realising the Benefits Managing the Tranches Review and Prepare Establish Benefits Management Benefits Identification Benefits Quantification Benefits Tracking Benefits Realisation 8 © Nonsuch Consulting 2014
  9. 9. Four Types of Benefits • Benefits are either: • Direct Financial – additional revenue, eliminating a business process, revenue protection • Non-Direct Financial - Cost avoidance by action to reduce future waste, safety compliance, brand awareness, legislation compliance. • Enabling - efficiency returns, increase in productivity, increases in increases in quality or quantity of service delivery, training, new computer systems • Soft - staff satisfaction, turnover, absenteeism, brand value, empowerment of staff, teamwork, morale • All of the above are quantifiable in dollar or KPI terms 9 © Nonsuch Consulting 2014
  10. 10. Business Cases Applicable – is it a good strategic fit and does it meet business needs? Appropriate – is it fit for purpose? Attractive – is it commercially viable? Achievable – can it be successfully delivered? Affordable – is it within budget estimates and are funding sources available? Strategic 5 Elements Functional Financial Commercial Delivery 10 © Nonsuch Consulting 2014
  11. 11. Investment Logic Maps Grab the sponsor, get an ILM facilitator and spend a couple of hours 11 © Nonsuch Consulting 2014
  12. 12. Why do Benefits Management? • Avoid the deadly combination of poor selection and ineffective execution Benefits of getting it RIGHT •Potential savings of 20% of portfolio value in Year 1 •30% improvement in time to market for revenue-generating initiatives •5% reduction in overall costs •59% reduction in project failures •78% reduction in redundant projects •37% decrease in cost per project •35% increase in number of projects under management Portfolio Management 50% Value Achieved 50% Value Lost 100% 66% 0% Project Mgt 75% 100% Effective Selection – ‘Doing the Right Things’ Identifying Potential Business Value Effective Execution – ‘Doing Things Right ’ Realising Business Value Primary Source: : IDC, September 2008 12 © Nonsuch Consulting 2014
  13. 13. Meet Horace Schedule Management Zombie 13 © Nonsuch Consulting 2014
  14. 14. What Horace believes… • Horace believes that you can control a project without a schedule. • He says that way too much emphasis has been placed on having a schedule of activity on a project and this ties project managers down to their desks. • He believes you should instinctively understand how your project is going and should focus on a few key dates and deliver to those dates without much trouble • He believes that as projects constantly change then expending effort on a schedule that constantly changes is just a waste of time and a distraction that a project manager doesn’t need. 14 © Nonsuch Consulting 2014
  15. 15. Why Horace must die! • We need to sort Horace out. • Schedules get bad press because of some have used them as an extreme sport • An effective schedule is NOT a checklist of activities but instead a schedule of key work activities that acts as a communication device for the project team and other key stakeholders. • Schedules should reflect the key deliverables or products that a project is delivering for ease of reporting 15 © Nonsuch Consulting 2014
  16. 16. Why Horace must die! • Using an Inbound and Outbound dashboard at the top of each schedule assists in getting Dependency Management right • Right practice tips take the oppressive aspects of scheduling out of the equation • Using right practice schedules as powerful communication and engagement tools • Using schedules to understand resource demand and resource utilisation • Using schedules to support benefits management 16 © Nonsuch Consulting 2014
  17. 17. Why Horace must die! • Schedule Management opens up the worlds of • Critical Path Analysis • Earned Value • Enterprise Project Management – an enterprise view of all schedules • Matching Resource Demand to Resource Capacity • Dashboard Reporting • More than just quantitative data, schedules can link into qualitative data • Quick and efficient status reporting 17 © Nonsuch Consulting 2014
  18. 18. Critical Path 18 © Nonsuch Consulting 2014
  19. 19. Dependencies & Program Schedules 19 © Nonsuch Consulting 2014
  20. 20. Earned Value Is this really hard? We only need three things: • Planned effort/cost • Actual effort/cost • Estimate to Completion effort/cost 20 © Nonsuch Consulting 2014
  21. 21. Meet Morris Agile Zombie 21 © Nonsuch Consulting 2014
  22. 22. What Morris believes… • Morris believes that Agile is a project management process in itself and doesn’t want to see it anywhere near PRINCE2 or PMBOK methodologies • He objects to any attempt to use the term ‘waterfall’ near it. • He believes {in a particularly maniacal way} that any attempt to use a schedule or any planning controls of any sort harms Agile and there is just no need for ‘that stuff’ • He believes PMBOK and PRINCE2 are outdated. 22 © Nonsuch Consulting 2014
  23. 23. Why Morris must die! • Morris needs to get a grip • Agile is a great development approach for when it’s impossible or impractical to get the requirements completely nailed down before delivering. • Agile is great when we have experienced practitioners who know ‘HOW’ they are going to do something but are still attempting to get a clear picture of ‘WHAT’ needs to be developed. • Agile is delivery focussed. • However, Agile is not a project management approach for ALL project types. 23 © Nonsuch Consulting 2014
  24. 24. Why Morris must die! • Morris doesn’t understand the information and visibility requirements that senior management require from projects. • He also doesn’t understand the challenge facing the PMO who have a responsibility to provide a dashboard on all projects in an organisation. • This approach doesn’t stop projects from using optimal development methodologies like New Product Development, Agile, V model and Waterfall in developing products or deliverables. 24 © Nonsuch Consulting 2014
  25. 25. PM Methodology v Delivery Methodology PM METHODOLOGY Project C Project D Project E DELIVERY METHODOLOGY Project A Project G Project B Project F 25 © Nonsuch Consulting 2014
  26. 26. Project Types – The Diagram KNOW HOW TO DO IT Project management, processes, corporate knowledge and tools are well developed DON’T KNOW HOW TO DO IT Project management, processes, corporate knowledge and tools are not well developed DON’T KNOW WHAT TO DO Project objectives are not clear Fog Quest Movie Painting by Numbers KNOW WHAT TO DO Project objectives are clear 26 © Nonsuch Consulting 2014
  27. 27. Fog Scientific / Research Step change projects • Higher risk and well into the quest/movie Radical change projects • These start out as Foggy projects and are high risk. You’ll need corporate courage to do these Continuous improvement projects • Low risk but could be a bit of a quest Quest What Types of Projects? Movie Business Process Improvement Standard projects • Low risk meets the requirements, do it right first time Information Technology Strategic / Painting by Numbers Unclear What to do Clear How to do it Clear Unclear or a movie depending on the circumstances NPD 27 © Nonsuch Consulting 2014
  28. 28. Project Types – The Diagram Profit / Assurance / Confidence / Income or Market or Brand & Reputation Protection ‘Keeping the Lights on’ KNOW HOW TO DO IT Project management, processes, corporate knowledge and tools are well developed DON’T KNOW WHAT TO DO Project objectives are not clear Fog Quest Movie Painting by Numbers KNOW WHAT TO DO Project objectives are clear Higher Risk Higher Rewards Agile? DON’T KNOW HOW TO DO IT Innovation / Competitiveness / New Product or Service Development ‘New or Radical Change’ Lower Risk Lower Rewards Waterfall? 28 © Nonsuch Consulting 2014
  29. 29. Meet Doris Change Management Zombie 29 © Nonsuch Consulting 2014
  30. 30. What Doris believes… • Business or Organisational Change Management is a luxury that most projects can’t afford • Delivering the project is paramount and the rest is just fluff. She has no time for those that believe we need to understand and accommodate people’s hearts and minds when changing systems or processes. • ‘If an organisation makes a change, then people should accept it and adopt it immediately. Why should an organisation invest in all of this touchy feely stuff? Projects use up enough resources as it is without extra cash and time and trouble being thrown at people who can’t handle change’ 30 © Nonsuch Consulting 2014
  31. 31. Why Doris must die! • Doris is seriously deluded. • A project’s focus is a deliverable or product but without Change Management, you may end up with a ‘WHITE ELEPHANT’ if you fail to gain adoption or commitment to use or take on the deliverable and product. • If this happens, you run a very serious risk of failing to realise and deliver the benefits as promised in the business case. This is disastrous. 31 © Nonsuch Consulting 2014
  32. 32. Project, Benefits & Change Management – the union. Program Manager/Project Sponsor Outputs/Products/Deliverables Outcomes Project Manager Unfreeze Move Refreeze Benefits Realisation (Business Intelligence) Benefits Identified and Quantified (Business Case & Strategy) Change Management Benefits Tracking (Benefits Reporting) Project Management Benefits Management 32 © Nonsuch Consulting 2014
  33. 33. Change Management – What is it? • The actions relating to people, process, systems and environment that need to be undertaken in order to move from the ‘understood current state’ to the ‘planned future state’. • Based on a well-known change management framework, Prosci’s ADKAR model, to achieve this successfully, you must have 5 clear goals: • A -Awareness of the need for change • D - Desire to support and participate in the change • K - Knowledge on how to change • A - Ability to implement required skills and behaviours • R - Reinforcement to sustain the change 33 © Nonsuch Consulting 2014
  34. 34. Change Management Lifecycle Program Management Change Deliver the Program Deliver the Capability Realising the Benefits Review and Prepare Establish Managing the Change Identify the Program Preparing for Change Close the Program Reinforcing the Change Define the Program Managing the Tranches Management Transition State Lock changes in so they don’t revert back Unfreeze Move Refreeze 34 © Nonsuch Consulting 2014
  35. 35. Change Management Define your change management strategy Prepare your change management team Preparing for Change Develop your sponsorship model Develop change management plans Take action and implement plans Managing the Change Collect and analyse feedback Diagnose gaps and manage resistance Implement corrective actions and celebrate successes Reinforcing the Change 35 © Nonsuch Consulting 2014
  36. 36. WE’RE UNDER THREAT! Boris Doris Morris Horace 36 © Nonsuch Consulting 2014
  37. 37. What do we do? • We need to be vigilant • We need to adopt and use these right practices • We need to promote these practices and show our workplaces how these will make a huge contribution to overall project & programme success • The Zombies? • Don’t hire them. Make sure you fire them. • Tell everyone about them and where they are. • Name them. Shame them. 37 © Nonsuch Consulting 2014
  38. 38. Like to Know More? • We offer a short 1-hour workshop on each of today’s key shops to show you how straightforward, valuable and powerful each of these project and programme principles • We’ll show you how to apply these in your work environment • Project Design & Mobilisation • Project/Programme Office Services • Portfolio Prioritisation & Optimisation • Project & Programme Management Capability Development • Project & Programme Health-checks & Audits • Post-Implementation Benefit Reviews • Project Rescue • Training • Microsoft Project Training & Consulting 38 © Nonsuch Consulting 2014
  39. 39. Thanks • Thanks to you all for your attention and attendance today • Thanks to Malcolm McFarlane for hosting me today • Thanks to Angela Flannery for being my zombie today! • Thanks to the PMI and all sponsors for organising and helping make this event happen. • Like what you heard? • Follow me on Twitter on @youssefmourra • Contact me on Youssef@nonsuch.co or +64 21 423 620 for more information. 39 © Nonsuch Consulting 2014