Powered by SMART © Francis Hartman Holdings Ltd. 2003 - 2006 The SMART Project Manager SMART...

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The SMART Project Manager

SMART Project Management®

Skills for Software

Francis Hartman PhD FEIC FCAE FICE PEng CEng

Professor, University of Calgary

QeD Inc.

Skills for Software

Francis Hartman PhD FEIC FCAE FICE PEng CEng

Professor, University of Calgary

QeD Inc.

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AgendaAgenda

• Top 10 lessons not learned…

• A few important Questions

• Joining a few dots

• SMART Applied (selected)

• Where are we going next?

• Beware of imitations…

• Top 10 lessons not learned…

• A few important Questions

• Joining a few dots

• SMART Applied (selected)

• Where are we going next?

• Beware of imitations…

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ExerciseExercise

Who is to blame for Software project Failure?

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ExerciseExercise

List the top ten causes of failure on your project(s).

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Lessons we won’t learn - 1Lessons we won’t learn - 1

1. Inadequate Budget or Schedule, Optimistic Performance

2. Scarce or wrong Expertise3. Insufficient design development

prior to commitment4. Risks not identified and managed,

or understated5. Resource Shortages

1. Inadequate Budget or Schedule, Optimistic Performance

2. Scarce or wrong Expertise3. Insufficient design development

prior to commitment4. Risks not identified and managed,

or understated5. Resource Shortages

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Lessons we won’t learn - 2Lessons we won’t learn - 2

6. Communication breakdown

7. Scope changes out of control

8. Priorities shift over time

9. Wrong contracting strategy

10.Problems acknowledged too late

6. Communication breakdown

7. Scope changes out of control

8. Priorities shift over time

9. Wrong contracting strategy

10.Problems acknowledged too late

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A few important QuestionsA few important Questions

• Project Approved? (SM)

• Priorities Clear? (A)

• Know what to do? (R)

• Next Crisis? (T)

29 out of 29 so far . . .

• Project Approved? (SM)

• Priorities Clear? (A)

• Know what to do? (R)

• Next Crisis? (T)

29 out of 29 so far . . .

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Approved?Approved?

50 40 55 80 100

Budget

E.A.C.

Team A Team B

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AlignedAligned

Align the Architect…

… and then the others…

Sys.Arch.Sys.Arch.

Dev’tteamDev’tteam

SubsSubs SponsorSponsor

UsersUsers

SponsorBOSS

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Know what’s Next?: 1Know what’s Next?: 1

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Team A

Team B

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Crisis?: 1Crisis?: 1

PLOPLO PLOPLO PLOPLO PLOPLO PLOPLO PLOPLO PLOPLO PLOPLO PLOPLO

RiskRisk

RiskRiskRiskRisk

RiskRisk

RiskRisk RiskRisk

RiskRisk

OppOpp

OppOpp OppOpp

OppOpp

OppOpp OppOpp

RiskRisk RiskRisk RiskRiskRiskRiskRiskRisk

RiskRisk

5/7/12weeks5/7/12weeks

BadWeather

Pre-ApprovePermit

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Crisis?: 2HI

PROBABILITY OF OCCURENCE

IMPACT

Consider Priorities:

T, P, C

Consider Break-pointProbability

RiskRisk

RiskRiskRiskRisk

RiskRisk

RiskRisk RiskRisk

RiskRisk

RiskRisk RiskRisk

OppOppOppOpp

OppOpp

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Join the Dots…Join the Dots…

SuccessMeasures

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Priority TrianglePriority Triangle

Time Performance

XX XXXX

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Time Performance

Priority TrianglePriority Triangle

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Importance?Importance? T P

$1,000MustShouldNice

$1,350$ 950$1,050

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SuccessMeasures

PM Maturity

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PM MaturityPM Maturity

It is all relative….

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SuccessMeasures

PM Maturity

Challenge

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Assessing the ProjectAssessing the Project

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Scale Nature 1 2 3 4 5

Relative Size

Impact on Organization

No impact on the organization

Success or failure will be noticed but will not significantly impact organization

Significant impact on the organization if project fails or succeeds. No impact on Executive

Project will affect executives depending on the outcome

Project will affect entire organization, depending on the outcome

Complexity Barriers to Communication

One group, know each other well

>1 discipline but no more than two organizations involved

>2 Cultures, many professional and technical disciplines

Several disciplines, geographically distributed, several organizations

Numerous disciplines, organizations and cultures. Different languages

Uncertainty Definition of end of Project

Clearly defined objectives and end-product

Objective clear, end product defined, approach flexible

Objectives understood, solutions and options not finalized

Objective not clear, several possible outcomes

Objective and end product unclear

Constraints Flexibility: Time, Cost and Performance

No limitations on resources, time. Flexibility in scope and quality

Some flexibility in Time OR cost to met expected Performance

Realistic schedule and budget for the performance expected by the client

Tight schedule and budget. No room for error in performance criteria (scope and quality)

Inadequate budget and/or schedule to meet exacting performance requirements

Ugliness Level of attractiveness of the project

Exciting, prestigious project, excellent image

Working on this project will likely be a positive experience

Will neither excite nor disappoint participants. Safe workplace

Challenging project and difficult work environment

Project will damage image and reputation of participants. Unhealthy work environment

42060240Assessing the ProjectAssessing the Project

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RunnerRunner

RepeaterRepeater

RenegadeRenegade

100100

10001000

Assessing the ProjectAssessing the Project

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Runner ProjectsRunner Projects

115 110 110 100 100

BudgetE.A.C.

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Repeater ProjectsRepeater Projects

95 95 95 98 100

Budget

E.A.C.

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Renegade ProjectsRenegade Projects

50 40 55 80 100

Budget

E.A.C.

Team A Team B

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SuccessMeasures

PM Maturity

Challenge

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InspirationLead

Manage

Administer

Wisdom

Knowledge

Information

Judgment

Competence

Skills

Competen

ceTrust

Competen

ceTrust

Integrity

TrustIntegrity

Intuituve

TrustIntuituve

A new look at our World…A new look at our World…

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What SMART Project Management® is about . . .

PM Skills

Runners

(Commodity - Product)

Runners(Commodity - Product)

Repeaters(Product - Service)

Renegades(Service - Relationship)

Leadership& Trust

With thanks to Jennifer Krahn and Ralph Levene

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IntuitionIntuition

• Red Trust = “It feels Right”

• Rapid Processing + Emotion

• Rapid processing > Synapses

• More connections > Better

• A Course that works . . .

• Red Trust = “It feels Right”

• Rapid Processing + Emotion

• Rapid processing > Synapses

• More connections > Better

• A Course that works . . .

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SuccessMeasures

PM Maturity

Challenge

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Matching Project and Leader

• Top Five Skills

• Bottom five skills

• How to make the Bottom float to the Top

• Trust, Courage, Wisdom…

• Top Five Skills

• Bottom five skills

• How to make the Bottom float to the Top

• Trust, Courage, Wisdom…

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The Bottom Five PM Competencies

• Technical skills

• Political savvy

• Relevant prior experience

• Knowledge in project area

• Charisma

• Technical skills

• Political savvy

• Relevant prior experience

• Knowledge in project area

• Charisma

Based on work by Dr. J. Krahn

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The Top Five PM Competencies

• People skills

• Leadership

• Listening

• Strong at building teams

• Verbal communication

• People skills

• Leadership

• Listening

• Strong at building teams

• Verbal communication

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Large project team leadership people skills

strong team building

High riskrisk management leadership planning

Ineffective contractual terms

conflict resolution

relevant experience leadership

Complex project (many disciplines) leadership people skills listening

Competence in ContextCompetence in ContextBased on work by Dr. J. Krahn

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Competence in ContextCompetence in Context

Lacks scope clarity leadership

has vision purpose goals

risk management

Not sr. mgt. supported leadership self confidence people skills

Large scope leadership planningrelevant prior experience

High uncertainty

risk management

expectation management leadership

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Competence in ContextCompetence in Context

Challenging politics people skills

verbal comm.

leadership, expectation mgt

Very little clarity (client)

expectation management leadership people skills

Novel project leadership people skills

has vision purpose goals

Constrained resources leadership planning

people skills, balance priorities

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SuccessMeasures

PM Maturity

Challenge

BusinessContext

Project

Program

Enterprise

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A few important QuestionsA few important Questions

• What’s the Problem?

• What kind of Project is this anyhow?

• Drivers?

• Risks and Uncertainty?

• Can we kill the Monster Project?

• What’s the Problem?

• What kind of Project is this anyhow?

• Drivers?

• Risks and Uncertainty?

• Can we kill the Monster Project?

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Solving the Right ProblemSolving the Right Problem

He keeps telling us what the solution is,but we still don’t knowwhat the problem is…

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Redefining SuccessRedefining Success• Successful “Failed” Projects

– The Alberta S- Projects– Sydney Opera House– SAP, other ERP Systems– Lots of others

• Failed “Successes”– Avro Arrow– Euro Tunnel– Most Mergers and Acquisitions– Lots of others…

• Successful “Failed” Projects– The Alberta S- Projects– Sydney Opera House– SAP, other ERP Systems– Lots of others

• Failed “Successes”– Avro Arrow– Euro Tunnel– Most Mergers and Acquisitions– Lots of others…

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Decision SkillsDecision Skills

• Trust types

• Red Trust – Intuition

• Decisions bigger than the data

• Turbo-brains

• Soft is hard

• Hard is easy

• Trust types

• Red Trust – Intuition

• Decisions bigger than the data

• Turbo-brains

• Soft is hard

• Hard is easy

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Difficult DecisionsDifficult DecisionsThinData

ThinnerInformation

AddKnowledge

AddWisdom

BigDecision

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SuccessMeasures

PM Maturity

Challenge

Project

Program

Enterprise

BusinessContext

Project Languagevs.

Business Language

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Management Made SimpleManagement Made Simple

Lie about whatwe can do

FictionalTeam of

Super-heroes

FictionalTeam of

Super-heroes

Confirm thelie

Do work and Lie some moreDo work and

Lie some more

AccusationsAccusationsBlameBlame

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SuccessMeasures

PM Maturity

Challenge

Project

Program

Enterprise

BusinessContext

Project Languagevs.

Business Language

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Turbo-BrainsTurbo-Brains

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SuccessMeasures

PM Maturity

Challenge

Project

Program

Enterprise

BusinessContext

Project Languagevs.

Business Language

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Managing IS/IT Projectswith

Practice and Principles.Practice and Principles.

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Pick what we want to coverPick what we want to cover

1. Select top topics

2. Agree on sequence

3. Do what we can…

4. Know where to go for more help…

5. Get involved in SMART

1. Select top topics

2. Agree on sequence

3. Do what we can…

4. Know where to go for more help…

5. Get involved in SMART

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Select top topicsSelect top topics

1. Categorizing projects

2. Charter overview3. SBS4. Risk

Management5. Schedules that

work6. Priorities

1. Categorizing projects

2. Charter overview3. SBS4. Risk

Management5. Schedules that

work6. Priorities

7. REAL Control8. Stakeholder

Alignment9. Contingencies10.Progress

Meetings11.15 Questions12.SMART Project

GPS™

7. REAL Control8. Stakeholder

Alignment9. Contingencies10.Progress

Meetings11.15 Questions12.SMART Project

GPS™

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Agree on sequenceAgree on sequence

Can we follow the notes?

Can we skip important bits?

Are we OK with a few tips and hints?

Can we follow the notes?

Can we skip important bits?

Are we OK with a few tips and hints?

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Do what we can…Do what we can…

• First time for this workshop

• Need your help

• Have fun…

• First time for this workshop

• Need your help

• Have fun…

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Know where more help is…Know where more help is…

• SMI and QeD Inc.

• Beware of Uncertified Practitioners

• SMI and QeD Inc.

• Beware of Uncertified Practitioners

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Get involved in SMARTGet involved in SMART

• Certification

• Licensed Practitioners

• Corporate Licenses

• Certification

• Licensed Practitioners

• Corporate Licenses

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SMART PM® Planning AgendaSMART PM® Planning Agenda

• Overview of SMART Project Management• Alignment

– Three Key Questions– Priority Triangle– SMART Breakdown Structure

• Schedule and Budgeting– 3-D Schedule– PLO Estimating for Durations, Effort and Costs

• Risk and Uncertainty Management– Finding and Mitigating– Communication– Target Setting

• Turning a Plan into a Successful Project– Scheduling for Reality– Rolling Wave Planning– Contracting Strategies– Reporting and Documentation

• Overview of SMART Project Management• Alignment

– Three Key Questions– Priority Triangle– SMART Breakdown Structure

• Schedule and Budgeting– 3-D Schedule– PLO Estimating for Durations, Effort and Costs

• Risk and Uncertainty Management– Finding and Mitigating– Communication– Target Setting

• Turning a Plan into a Successful Project– Scheduling for Reality– Rolling Wave Planning– Contracting Strategies– Reporting and Documentation

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Objective

• Learning to have fun as Project Managers and as Teams

• Basics of how projects work• Some survival Tools and Techniques• A different (management) look at what we do• Understanding our stakeholders• Help us choose the right next step• Improve career opportunities?

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SMART DifferencesSMART Differences

•Redefined Project Management

•Redefined and added to PMBOK

•Respond to Uncertainty

•More Proactive and Flexible

•Faster, Cheaper and Better Projects

•Redefined Project Management

•Redefined and added to PMBOK

•Respond to Uncertainty

•More Proactive and Flexible

•Faster, Cheaper and Better Projects

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Answer this . . .You have $45 Million to spend. Which of the following projects would you pick? Why? What else do you need to know?

You have $45 Million to spend. Which of the following projects would you pick? Why? What else do you need to know?

PROJECT BUDGET ($x1,000)1. Upgrade Hardware & Intranet for

50 Business units 12,6002. PeopleSoft Implementation (3 modules) 22,7003. Health/Fitness Facilities for Staff 7,4004. Top-up of Pension Liabilities 42,8005. Upgrade Risk Management System 8,7506. Full SOX Compliance 34,500

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Our Organization, Unit, Program, Project

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Where Our Project FitsWhere Our Project Fits• Tie to Corporate Strategy

• Part of program?

• Only one Department or Bus. Unit?

• Who are Stakeholders?

• How do decisions get made?

• Who Sanctions/Funds?

• Measures for success consistent?

• Tie to Corporate Strategy

• Part of program?

• Only one Department or Bus. Unit?

• Who are Stakeholders?

• How do decisions get made?

• Who Sanctions/Funds?

• Measures for success consistent?

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SMART PM™ Charter...SMART PM™ Charter...

S.B.SS.B.S

MissionKRs

(Stakeholders)

Deliverables

Exclusions

3-D Schedule3-D Schedule

Won,Done, WhoWon,Done, Who

3 Questions3 Questions

O ImpactO ProbabilityO ControllabilityO Monte Carlo SimulationO RegisterO Mitigation PlanO Contingency Mgt.

T,P,$T,P,$

PriorityTrianglePriorityTriangle

RACI+ ChartRACI+ Chart Risk ManagementRisk Management

DeliverableDeliverableDeliverable

DeliverableDeliverable

Deliverable Deliverable

ProcessP/L/O/T

Decision Decision

NeedsNeeds NeedsNeeds NeedsNeeds NeedsNeeds

Project Details

O DeliverableO Gantt ChartO People/RolesO Plus...

GPSGPS

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3 Questions3 Questions3-D Schedule3-D Schedule

T,P,$T,P,$

ProcessP/L/O/T

Decision Decision

Project Details

GPSGPS

S.B.SS.B.S

MissionKRs

(Stakeholders)

Deliverables

Exclusions

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MissionMission

• What’s the PROBLEM?• What’s the SOLUTION?• Are there CHOICES?• What are you trying to achieve?• “Elevator Statement” summarizing this.

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Answering 15 QuestionsAnswering 15 Questions

• What is the PROBLEM?• Is this the right project?• Connection to strategy?• Stakeholders’ needs?• Key results for success?• Success ranges ($,T,P)?• Risks known?• Risk mitigation?

• Delivery processes clear?• Deliverables defined?• Stakeholders aligned• Priorities clarified• Team effective?• Communications clear?• Contracting strategy OK?

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Scope of Projects (SBS)Scope of Projects (SBS)

• What The SBS is

• How it works

• Important points about SBSs

• Your Project’s SBS

• Be prepared to present (one team)

• What The SBS is

• How it works

• Important points about SBSs

• Your Project’s SBS

• Be prepared to present (one team)

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3 Questions3 Questions3-D Schedule3-D Schedule

T,P,$T,P,$

ProcessP/L/O/T

Decision Decision

Project Details

GPSGPS

S.B.SS.B.S

MissionKRs

(Stakeholders)

Deliverables

Exclusions

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MissionMission

Key Result Expectations

Deliverables

SBS – Structure

Stakeholder Stakeholder Stakeholder Stakeholder

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SBS – ComponentsSBS – Components

• Mission

• Stakeholders

• Key Results

• Deliverables

• Parking Lot

• Exclusions

• Mission

• Stakeholders

• Key Results

• Deliverables

• Parking Lot

• Exclusions

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SBS – MissionSBS – Mission

• Elevator Statement• Captures the PROBLEM• Shows the SOLUTION• Indicates the VALUE• Process:

– Free thinking– Some parts may turn out to belong elsewhere– Wordsmith later

• Elevator Statement• Captures the PROBLEM• Shows the SOLUTION• Indicates the VALUE• Process:

– Free thinking– Some parts may turn out to belong elsewhere– Wordsmith later

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SBS – Key Results and Stakeholders

• Start with the Stakeholders– Identify them– Group them with others who have similar

expectations (KRs)– Rank them for this project

• What does each stakeholder group expect?– Key Results are Measurable– OK to share with other Stakeholder groups

• Start with the Stakeholders– Identify them– Group them with others who have similar

expectations (KRs)– Rank them for this project

• What does each stakeholder group expect?– Key Results are Measurable– OK to share with other Stakeholder groups

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SBS – DeliverablesSBS – Deliverables

• All Deliverables have a physical manifestation• KRs are met through Deliverables• Validate that KR Metric can be measured when last

Deliverable is done• Break big Deliverables into smaller ones• Break those into more detail as detail appears• Add additional layers when it makes sense to do so• Add Price (PLO), Elapsed Time (PLO) and Effort (PLO) for

each Deliverable• Estimates roll up and down on SBS• Add SBS codes.

• All Deliverables have a physical manifestation• KRs are met through Deliverables• Validate that KR Metric can be measured when last

Deliverable is done• Break big Deliverables into smaller ones• Break those into more detail as detail appears• Add additional layers when it makes sense to do so• Add Price (PLO), Elapsed Time (PLO) and Effort (PLO) for

each Deliverable• Estimates roll up and down on SBS• Add SBS codes.

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Deliverable TypesDeliverable Types

• Input and Output Deliverables

• Process and Result

• Must, Should and Nice

• Existing and Future

• Controllable and Uncontrollable (usually Input deliverables)

• Input and Output Deliverables

• Process and Result

• Must, Should and Nice

• Existing and Future

• Controllable and Uncontrollable (usually Input deliverables)

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SBS – Parking LotSBS – Parking Lot

• Place to put Deliverables if:– Maybe in Scope– Too ill-defined to understand– Have been excluded but are sensitive

• Parking lot holds any and all other issues that need more time to understand or that have not been excluded yet – but are expected to.

• Place to put Deliverables if:– Maybe in Scope– Too ill-defined to understand– Have been excluded but are sensitive

• Parking lot holds any and all other issues that need more time to understand or that have not been excluded yet – but are expected to.

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SBS – ExclusionsSBS – Exclusions

• All specifically excluded items

• Need to explain to stakeholders:– Not in Exclusions not same as included!– Purpose is to help delimit

• This list needs to be added to whenever a stakeholder asks for something that is not in scope.

• All specifically excluded items

• Need to explain to stakeholders:– Not in Exclusions not same as included!– Purpose is to help delimit

• This list needs to be added to whenever a stakeholder asks for something that is not in scope.

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Other SBS TipsOther SBS Tips

• “Cloudy” Issues– Temporary definition – Based on budget or other resources

• Hidden Agenda items– Put suspects in Exclusions, stand back!

• Decide what governs for control:– T: Stop when time runs out– P: Must Should and Nice– C: Do what you can for Budget

• “Cloudy” Issues– Temporary definition – Based on budget or other resources

• Hidden Agenda items– Put suspects in Exclusions, stand back!

• Decide what governs for control:– T: Stop when time runs out– P: Must Should and Nice– C: Do what you can for Budget

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Using SBS for Estimating - 1Using SBS for Estimating - 1

• Estimate what is in scope

• Each deliverable:– Money– Effort– Elapsed Time– Specification

• Estimate what is in scope

• Each deliverable:– Money– Effort– Elapsed Time– Specification

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Using SBS for Estimating – 2Using SBS for Estimating – 2

• Range Estimates• State and document Assumptions• Parent value = sum of children values

(before contingency)• Add contingencies for targets• Test and cross-check for reality

– Task team size/communication/coord’n– Timing and availability of resources– In-house v. Outsourced– Basis of Estimate

• Range Estimates• State and document Assumptions• Parent value = sum of children values

(before contingency)• Add contingencies for targets• Test and cross-check for reality

– Task team size/communication/coord’n– Timing and availability of resources– In-house v. Outsourced– Basis of Estimate

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S.B.SS.B.S

MissionKRs

(Stakeholders)

Deliverables

Exclusions

T,P,$T,P,$

ProcessP/L/O/T

Decision Decision

Project Details

GPSGPS

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Three Key Questions

• How do you know the project is DONE?

• How do you know the project is successful (You’ve WON)?

• WHO gets to make the call on questions 1 and 2! (ask this first)?1

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Criteria for SuccessCriteria for Success

• The Three Questions asked at the PARTY at end of this SUCCESSFUL project

• Cross-check with SBS components

• The Three Questions asked at the PARTY at end of this SUCCESSFUL project

• Cross-check with SBS components

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S.B.SS.B.S

MissionKRs

(Stakeholders)

Deliverables

Exclusions

ProcessP/L/O/T

Decision Decision

Project Details

GPSGPS

T,P,$T,P,$

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AlignedAligned

Align the Architect…

… and then the others…

Sys.Arch.Sys.Arch.

Dev’tteamDev’tteam

SubsSubs SponsorSponsor

UsersUsers

SponsorBOSS

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Checking Value against Priorities

• TEST Priority Triangle and KRs

• TEST Priority Triangle and MISSION

• TEST Priority Triangle and STAKEHOLDER EXPECTATIONS

• TEST Priority Triangle and 3 KEY QUESTIONS

• TEST Priority Triangle and KRs

• TEST Priority Triangle and MISSION

• TEST Priority Triangle and STAKEHOLDER EXPECTATIONS

• TEST Priority Triangle and 3 KEY QUESTIONS

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RACI+ ChartRACI+ Chart

SMART PM™ CharterSMART PM™ Charter

S.B.SS.B.S

MissionKRs

(Stakeholders)

Deliverables

Exclusions

T,P,$T,P,$

Risk ManagementRisk Management

Project Details

GPSGPS

ProcessP/L/O/T

Decision Decision

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Scheduling BackwardsScheduling Backwards

• WHY BACKWARDS?– Self-fulfilling Prophesy– Explicit, not implicit assumptions– Understand when a project drops dead– Hard work!– Forces more linear thinking– Focus is on getting there and success

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The 3-D Schedule ProcessThe 3-D Schedule Process

• Move result deliverables from the SBS to the 3-D Schedule

• Plan from the back to the front• Use PLO estimates• Conduct risk analysis and mitigation• Target and re-plan from the front to the

• Move result deliverables from the SBS to the 3-D Schedule

• Plan from the back to the front• Use PLO estimates• Conduct risk analysis and mitigation• Target and re-plan from the front to the

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3-D Plan Durations3-D Plan Durations

• Add PLO durations/costs for each process

• Perfect (P) - how much duration & cost under perfect conditions?

• Likely (L) - how much duration & cost under under normal circumstances?

• Outrageous (O) - how much duration & cost if past problems arise again?

• Add PLO durations/costs for each process

• Perfect (P) - how much duration & cost under perfect conditions?

• Likely (L) - how much duration & cost under under normal circumstances?

• Outrageous (O) - how much duration & cost if past problems arise again?

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3-D Planning…adding Target Durations

Process ProcessProcessProcess

Deliverable

PLOT PLOT PLOT PLOT

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2-D and 1-D Schedules2-D and 1-D Schedules

• In addition to Drop Dead Dates (3-D)– When a Deliverable is to be delivered

• Definition Dates (2-D)– When deliverables have FINAL

Definition

• Decisions (1-D)– Usually needed before we can define

our deliverables . . .

• In addition to Drop Dead Dates (3-D)– When a Deliverable is to be delivered

• Definition Dates (2-D)– When deliverables have FINAL

Definition

• Decisions (1-D)– Usually needed before we can define

our deliverables . . .

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Process ProcessProcessProcess

Deliverable

PLOT PLOT PLOT PLOT

What is behind a 3-D?What is behind a 3-D?

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Checks and Balances

• Plan twice, and in different ways• Compare results• Get the right people involved• Manage what is important and

volatile more than anything• Keep people informed and

involved

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EXERCISEEXERCISE

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Re-checking your PlanRe-checking your Plan

• Do you have the resources?• Work Density?• Team and group sizes?

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EXERCISEEXERCISE

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Stakeholder ManagementStakeholder Management

• Get right people involved at start

• Engage Sponsor

• Sign ON to Charter

• Track Key Results and Changes against interested Stakeholders

• Get engaged at CheckPoints and OffRamps

• Get right people involved at start

• Engage Sponsor

• Sign ON to Charter

• Track Key Results and Changes against interested Stakeholders

• Get engaged at CheckPoints and OffRamps

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Quick ReviewQuick Review

• Scope and SBS– Estimating– Specification

• Priority Triangle

• High-level Scheduling

• Stakeholder Management

• Checking the Plan

• Scope and SBS– Estimating– Specification

• Priority Triangle

• High-level Scheduling

• Stakeholder Management

• Checking the Plan

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S.B.SS.B.S

MissionKRs

(Stakeholders)

Deliverables

Exclusions

T,P,$T,P,$

RACI+ ChartRACI+ Chart

ProcessP/L/O/T

Decision Decision

Project Details

GPSGPSO ImpactO ProbabilityO ControllabilityO Monte Carlo SimulationO RegisterO Mitigation PlanO Contingency Mgt.

Risk ManagementRisk Management

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PM Past - Project SelectionPM Past - Project Selection

Project A Project B

48% TV 24%15% Probability 95%33% P50 TV 33%

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PM Past - CPMPM Past - CPM

ActivityA

ActivityB

100/10/112

9/10/12What aSurprise!What aSurprise!

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Risk evaluation and management

Find the Risks

Qualitative then Quantitative Analysis

Classifyand

Prioritize

DevelopManagementStrategy& Plan

Manage toTarget Plan

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Before we get into Risk… Before we get into Risk…

• Basic Estimating – Elapsed time – Cost – Effort – Resources

• PLO Estimates for each of these

• Defining deliverables by Estimate

• Basic Estimating – Elapsed time – Cost – Effort – Resources

• PLO Estimates for each of these

• Defining deliverables by Estimate

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Basic Estimate for a Deliverable

• Define the Deliverable: a Report• Best guess at elapsed time (10 days)• Best guess at Cost ($ 50,000) • Best guess at Effort (60 hrs) • Best guess at Resources

– Consultant (fee of $50,000)– Briefing (10 hrs); Progress(5hrs);Draft review (15 hrs);

Present findings(10+5 hrs); listen and Action (3x5 hrs) – Consultant at $200 per hour burns 250 hours for fee.

Equals 25 hours/day ave. so just over 3 people needed, and peak workforce at about 4 or 5.

– Our resources: Me, Boss and 2 Stakeholders• THESE ARE SINGLE POINT ESTIMATES.

• Define the Deliverable: a Report• Best guess at elapsed time (10 days)• Best guess at Cost ($ 50,000) • Best guess at Effort (60 hrs) • Best guess at Resources

– Consultant (fee of $50,000)– Briefing (10 hrs); Progress(5hrs);Draft review (15 hrs);

Present findings(10+5 hrs); listen and Action (3x5 hrs) – Consultant at $200 per hour burns 250 hours for fee.

Equals 25 hours/day ave. so just over 3 people needed, and peak workforce at about 4 or 5.

– Our resources: Me, Boss and 2 Stakeholders• THESE ARE SINGLE POINT ESTIMATES.

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Why Ranges?Why Ranges?

• Fixed Point implies NO RISK

• Reality is estimates=guesses

• Ranges supply added information– Uncertainty– Possible risks– Different opinions and rationales– Cross-checks.

• Fixed Point implies NO RISK

• Reality is estimates=guesses

• Ranges supply added information– Uncertainty– Possible risks– Different opinions and rationales– Cross-checks.

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A Good Risk StickyA Good Risk Sticky

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Questions to ask (with apologies to children everywhere)

• Do we have to?

• Why?

• Why me?

• What’s in it for me?

• Will you show me how to do it?

• Will it hurt?

• Do we have to?

• Why?

• Why me?

• What’s in it for me?

• Will you show me how to do it?

• Will it hurt?

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Issues• Marketplace opportunities• Business, Technology* and

Social (*includes Environmental)

• Competitors and challenge to position

• How will risks change over time• Impact on business• Sunk cost syndrome.

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Prioritizing RisksHI

PROBABILITY OF OCCURENCE

IMPACT

Consider Priorities:

T, P, C

Consider Break-pointProbability

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Management Options • Ignore - VERY DANGEROUS!• Insure - Insurance and Surety• Contingency - Self-insure• Avoid - Get rid of the risk• Accept - balance of benefits against penalties• Spread or Reduce - Risk Sharing Options• Contract out (Transfer) - Do you know what

you are paying?• Remove - eliminate from project

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Next ExerciseNext Exercise

• Find the Risks on your project:– Brainstorm– Look at PLO estimates and ask “Why?”– Consider Each major deliverable and Process– Look at KRs and Stakeholders– Brainstorm again

• Locate Risks on 3-D Schedule• Place Risks in a Risk Matrix• Assign Type 1 risks to team members and

mitigate them• Revisit PLOs for affected deliverables.

• Find the Risks on your project:– Brainstorm– Look at PLO estimates and ask “Why?”– Consider Each major deliverable and Process– Look at KRs and Stakeholders– Brainstorm again

• Locate Risks on 3-D Schedule• Place Risks in a Risk Matrix• Assign Type 1 risks to team members and

mitigate them• Revisit PLOs for affected deliverables.

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Target and ContingenciesTarget and Contingencies

• Target = A REALISTIC estimate of what we know to get project done at a given probability of success.

• Contingency = additional funds to preserve the REALISTIC estimate but covering the stuff we do not know.

• Target = A REALISTIC estimate of what we know to get project done at a given probability of success.

• Contingency = additional funds to preserve the REALISTIC estimate but covering the stuff we do not know.

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Top-down or Bottom-up?Top-down or Bottom-up?

Element

ElementElement ElementElement

ElementElement

ElementElement Element

ElementElement

12 weeks

9/12/17 weeks9/12/17/15 weeks

Target = L with 3 weeks “float”

3/4/6/5 weeks

2/3/4/4 weeks

3/4/6/5 weeks

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Organizing Contingency - 1Organizing Contingency - 1

• Traditional versus new thinking– 5% or a number based on risk profile?– Spend when you have to or when you

should?– What if you do not spend it?– Hidden versus visible contingencies?

• Traditional versus new thinking– 5% or a number based on risk profile?– Spend when you have to or when you

should?– What if you do not spend it?– Hidden versus visible contingencies?

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Organizing Contingency – 2Organizing Contingency – 2

• How much contingency is reasonable?

• Who holds and controls it?• Who should be involved in

Contingency setting?– Process includes risk assessment– Process requires Sponsor participation

and buy-in

• How much contingency is reasonable?

• Who holds and controls it?• Who should be involved in

Contingency setting?– Process includes risk assessment– Process requires Sponsor participation

and buy-in

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Risk Summary

• Risks are a part of Projects

• Analysis and Management tools are well documented

• They are used with increasing frequency

• Risk managed well plays a large part in project success

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Planning for RealityPlanning for Reality

• What we have:– Schedule (3-D, Gantt, CPM)– Scope (SBS, specifications, Key Results)– Budget (Costs, resources, effort)– Risks (+contingencies, mitigation and revised plans)

• What we need:– Real resource Availability– Real dates and times– Input Deliverables– Output Deliverables– Other Constraints

• What we have:– Schedule (3-D, Gantt, CPM)– Scope (SBS, specifications, Key Results)– Budget (Costs, resources, effort)– Risks (+contingencies, mitigation and revised plans)

• What we need:– Real resource Availability– Real dates and times– Input Deliverables– Output Deliverables– Other Constraints

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Real Calendar and ResourcesReal Calendar and Resources

Raw Schedule

SummerHoliday Season

WinterChristmas Break

Revised Schedule

Any otherconstraints

in thisspace?

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Input and Output DeliverablesInput and Output Deliverables

Raw Schedule

SummerHoliday Season

WinterChristmas Break

Revised Schedule

Any otherconstraints

in thisspace?

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Other Constraints and RealitiesOther Constraints and Realities

• Financing• Approvals• Regulatory requirements• Competing Projects• Supply and Demand• Risks• … and lots more!

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Setting TargetsSetting Targets

• Reduce range to single point for management

• Understand what working with Perfect means

• Likely is unlikely (L=Lie?)

• Target = Team Commitment.

• Reduce range to single point for management

• Understand what working with Perfect means

• Likely is unlikely (L=Lie?)

• Target = Team Commitment.

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ExerciseExercise

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Resources - the CRITICAL RealityResources - the CRITICAL Reality

• In house or contracted?• Who controls the resources?• Committing to a plan• Work Density, Availability• Learning curves• Expectations for performance:

– Trade-off: cost, time, deliverable performance

• Expectations of team members

• In house or contracted?• Who controls the resources?• Committing to a plan• Work Density, Availability• Learning curves• Expectations for performance:

– Trade-off: cost, time, deliverable performance

• Expectations of team members

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What to Measure?What to Measure?

• What is important on our project?

• What CAN you measure?

• Why measure it?

• What does that measure tell you?

• Is there value in that measure?

• What is important on our project?

• What CAN you measure?

• Why measure it?

• What does that measure tell you?

• Is there value in that measure?

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Measurement suggestionsMeasurement suggestions

• Deliverables delivered

• When delivered

• Effort used in delivery

• Value for effort/money

• Deliverables delivered

• When delivered

• Effort used in delivery

• Value for effort/money

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Charter ChecklistCharter Checklist

• SBS• 3-D Schedule, incl.

OffRamps and CheckPoints

• 3 Questions• Priority Triangle• Risk Matrix, Schedule• Plan for first weeks• Contracting Strategy• Success Metrics

Agreed

• SBS• 3-D Schedule, incl.

OffRamps and CheckPoints

• 3 Questions• Priority Triangle• Risk Matrix, Schedule• Plan for first weeks• Contracting Strategy• Success Metrics

Agreed

• Team Commitment• Cross-check of

Charter Components• Targets for T,P & C• Answer 1+14

Questions• Know what we Don’t

Know!• Sign-on by

Stakeholders

• Team Commitment• Cross-check of

Charter Components• Targets for T,P & C• Answer 1+14

Questions• Know what we Don’t

Know!• Sign-on by

Stakeholders

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Final Charter CharacteristicsFinal Charter Characteristics

• Reflect realities of what you know

• Cross-checked for consistency

• Sign-on by stakeholders

• Start on detail planning

• Target-based, reflecting ownership and challenge

• Start on delivery . . .

• Reflect realities of what you know

• Cross-checked for consistency

• Sign-on by stakeholders

• Start on detail planning

• Target-based, reflecting ownership and challenge

• Start on delivery . . .

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S.B.SS.B.S

MissionKRs

(Stakeholders)

Deliverables

Exclusions

T,P,$T,P,$

ProcessP/L/O/T

Decision Decision

Project Details

GPSGPS

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Project GPSProject GPS

Elapsed Time

Performance Indicator

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Starting to use RACI+ ChartsStarting to use RACI+ Charts

• Deciding what you need on a RACI+

• Setting up your Spreadsheet

• Getting Started on Weekly Plans

• Updating the RACI+ Chart

• Weekly Checklists

• Deciding what you need on a RACI+

• Setting up your Spreadsheet

• Getting Started on Weekly Plans

• Updating the RACI+ Chart

• Weekly Checklists

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Setting up your RACI+ Spreadsheet - 1

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ExerciseExercise

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Elapsed Time

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Elapsed Time

Schedule – 2Schedule – 2

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Schedule – 3Schedule – 3

Project Approved Plan CompleteTech Specs.60 30 40 20

40 60 85 100 75 50

507510010510070

150410

60ΣFTE 1.5 1.75 2.5 2.6 2.5 1.75 1.25

Available FTE Actual FTE

1.5 1.5 2.5 2.5 2.51.5

2.01.5

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ExerciseExercise

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Cost - 1Cost - 1• Similar principles to Time for

Elapsed Time and Effort

• Add granularity

• Consider tracking by cost codes

• Cost codes same as Deliverables Codes? (good if they are!)

• Separate Effort and Expenditures

• Similar principles to Time for Elapsed Time and Effort

• Add granularity

• Consider tracking by cost codes

• Cost codes same as Deliverables Codes? (good if they are!)

• Separate Effort and Expenditures

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Elapsed Time

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Elapsed Time

Cost - 2Cost - 2

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QualityQuality

• Link to Key Results

• Deliverables Specs.:– Review as they become live– Engage vendor(s) in establishing

standards– Plan to avoid rejection of any product– If you expect problems allow for

recycling in the plan!

• Link to Key Results

• Deliverables Specs.:– Review as they become live– Engage vendor(s) in establishing

standards– Plan to avoid rejection of any product– If you expect problems allow for

recycling in the plan!

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Elapsed Time

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Progress Meetings - agenda

• What has been done - 5 minutes• What was missed - 5 to 15 minutes• What was impacted, and how do we fix it - up to

20 minutes• What do we deliver next week - 2 minutes• Problems? up to 15 minutes• Review to end of project - up to 10 minutes• TOTAL TIME - no more than one hour once we

know what we are doing

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The Progress trick

• Communicate informally

• Listen

• Assess Change impacts carefully

• Focus on deliverables

• Have Fun

• Hand over products

• Plan to finish!

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Essentials of effective project control

• Start with a Yardstick (project baseline)• Measure consistently• Control requires a closed loop• Delegation keeps process clean and simple• Optimize paperwork and reporting• Manage by exception• Avoid micro-management• Communicate (both ways)• Be positive (attitude is contagious!)

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Things to measure

• Cost - compare to budget• Work hours - compare with expected

productivity• Schedule - compare to plans• Quality - measure against specifications• Scope - measure against original or

modified deliverables

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Proactive Earned ValueProactive Earned Value

• Used to determine if you will have enough resources next period

• Compare Budget to be spent with available resources:

Budget for next week’s deliverables = 200 hrsResources = 2 full time and 3part time (50%)

personnel. Can the work be delivered in a 40-hr week?

• Used to determine if you will have enough resources next period

• Compare Budget to be spent with available resources:

Budget for next week’s deliverables = 200 hrsResources = 2 full time and 3part time (50%)

personnel. Can the work be delivered in a 40-hr week?

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Planning for CompletionPlanning for Completion

• Like a mini-project: own Plan

• Consider motivation of the team

• Set clear date and drive to it

• Understand where compromises may exist

• Manage Expectations

• Keep stakeholders engaged.

• Like a mini-project: own Plan

• Consider motivation of the team

• Set clear date and drive to it

• Understand where compromises may exist

• Manage Expectations

• Keep stakeholders engaged.

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Course ClosureCourse Closure

• What did you learn

• Issues and advice on the course?

• What can you use tomorrow?

• More emphasis/next course?

• Less Emphasis?

• Good luck on your next project!

• What did you learn

• Issues and advice on the course?

• What can you use tomorrow?

• More emphasis/next course?

• Less Emphasis?

• Good luck on your next project!

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Released in April 2000Released in April 2000

PEOPLE SAY:•A better way •It is so simple•I am using it already

PEOPLE KNOW:•SMART Saved us over $60 million on the first project •…expect over 25% cost and time reduction•Savings are only the beginning…

CanadianBest

Seller2000, 2001,

CanadianBest

Seller2000, 2001,

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NEW in 2003:Better Contracting

• About 15% of capital investment is wasted

• Trust but Verify• Managing relationships

saves $• What is in the markups?

• About 15% of capital investment is wasted

• Trust but Verify• Managing relationships

saves $• What is in the markups?

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Where are we going next?Where are we going next?

• Demographic Challenge

• Managing Wisdom

• New Coping Skills– Ambiguity– Uncertainty– Change– Innovation– Stretch Performance– More demands on the Project Manager and the Team….

• Demographic Challenge

• Managing Wisdom

• New Coping Skills– Ambiguity– Uncertainty– Change– Innovation– Stretch Performance– More demands on the Project Manager and the Team….

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Beware of ImitationsBeware of Imitations

SMART Program Management®

SMART Management®

SMART Program Management®

SMART Management®

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The EndThe End

francis.hartman@smartmanagement.ca fhartman@ucalgary.ca

Tel: +1 403 681 7337 Fax: +1 403 208 2403

Quality Enhanced Decisions (QeD) Inc., Calgary, AB Canada.

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We want to earn your BusinessWe want to earn your Business

QeD Inc.,

340 14 Street NW

Calgary, AB

T2N 1Z7

Tel: (403) 681-7337

Fax: (403) 208-2403

QeD Inc.,

340 14 Street NW

Calgary, AB

T2N 1Z7

Tel: (403) 681-7337

Fax: (403) 208-2403

Why QED?• Quod Erat

Demonstrandum: Latin for “It has been proven”.

• Quite Easily Done!• Quality Enhanced

Decisions • QeD Inc is all about

pushing the boundaries of performance

Why QED?• Quod Erat

Demonstrandum: Latin for “It has been proven”.

• Quite Easily Done!• Quality Enhanced

Decisions • QeD Inc is all about

pushing the boundaries of performance

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