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

© Francis Hartman Holdings Ltd. 2003 - 2006

Powered by SMART

The SMART Project Manager

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.


Powered by SMART

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…


Powered by SMART

ExerciseExercise

Who is to blame for Software project Failure?

Who is to blame for Software project Failure?


Powered by SMART

ExerciseExercise

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

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


Powered by SMART

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


Powered by SMART

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


Powered by SMART

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 . . .


Powered by SMART

Approved?Approved?

50 40 55 80 100

Budget

E.A.C.

Team A Team B


Powered by SMART

AlignedAligned

T P

C

Align the Architect…

… and then the others…

PMPM

Sys.Arch.Sys.Arch.

Dev’tteamDev’tteam

SubsSubs SponsorSponsor

UsersUsers

SponsorBOSS

SponsorBOSS


Powered by SMART

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


Powered by SMART


Team A

Team B


Powered by SMART

Crisis?: 1Crisis?: 1

PLOPLO PLOPLO PLOPLO PLOPLO PLOPLO PLOPLO PLOPLO PLOPLO PLOPLO

RiskRisk

RiskRisk

RiskRisk

RiskRiskRiskRisk

RiskRisk

RiskRisk

RiskRisk

RiskRisk

RiskRisk

RiskRisk

RiskRisk

RiskRisk

RiskRisk RiskRisk

RiskRisk

RiskRisk

RiskRisk

RiskRisk

RiskRisk

RiskRisk

RiskRisk

RiskRisk

RiskRisk

RiskRisk

RiskRisk

OppOpp

OppOpp OppOpp

OppOpp

OppOpp

OppOpp

OppOpp

OppOpp OppOpp

RiskRisk RiskRisk RiskRiskRiskRiskRiskRisk

RiskRisk

RiskRisk

5/7/12weeks5/7/12weeks

BadWeather

BadWeather

Pre-ApprovePermit

Pre-ApprovePermit


Powered by SMART

Crisis?: 2HI

LO

PROBABILITY OF OCCURENCE

IMPACT

LO HI

1122

3344

Consider Priorities:

T, P, C

Consider Break-pointProbability

RiskRisk

RiskRisk

RiskRisk

RiskRisk

RiskRisk

RiskRisk

RiskRisk

RiskRisk

RiskRiskRiskRisk

RiskRisk

RiskRisk

RiskRisk RiskRisk

RiskRisk

RiskRisk

RiskRisk RiskRisk

OppOppOppOpp

OppOpp

OppOpp

OppOpp


Powered by SMART

Join the Dots…Join the Dots…

SuccessMeasures

?


Powered by SMART

Priority TrianglePriority Triangle

Time Performance

Cost

XX

XX

XX XXXX


Powered by SMART

Time Performance

Cost

XX

Priority TrianglePriority Triangle

XXXX


Powered by SMART

Importance?Importance? T P

C

$1,000MustShouldNice

$1,350$ 950$1,050

?


Powered by SMART


SuccessMeasures

PM Maturity


Powered by SMART

PM MaturityPM Maturity

It is all relative….


Powered by SMART


SuccessMeasures

PM Maturity

Challenge


Powered by SMART

Assessing the ProjectAssessing the Project


Powered by SMART

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

720


Powered by SMARTTaskTask

RunnerRunner

RepeaterRepeater

RenegadeRenegade

1010

100100

10001000

Assessing the ProjectAssessing the Project


Powered by SMART

Runner ProjectsRunner Projects

115 110 110 100 100

BudgetE.A.C.


Powered by SMART

Repeater ProjectsRepeater Projects

95 95 95 98 100

Budget

E.A.C.


Powered by SMART

Renegade ProjectsRenegade Projects

50 40 55 80 100

Budget

E.A.C.

Team A Team B


Powered by SMART


SuccessMeasures

PM Maturity

Challenge

Trust


Powered by SMART

InspirationLead

Manage

Administer

Do

Wisdom

Knowledge

Information

Data

Judgment

Competence

Skills

Competen

ceTrust

Competen

ceTrust

Integrity

TrustIntegrity

Trust

Intuituve

TrustIntuituve

Trust

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


Powered by SMART

What SMART Project Management® is about . . .

What SMART Project Management® is about . . .

PM Skills

Runners

(Commodity - Product)

Runners(Commodity - Product)

Repeaters(Product - Service)

Repeaters(Product - Service)

Renegades(Service - Relationship)

Renegades(Service - Relationship)

Leadership& Trust

Leadership& Trust

With thanks to Jennifer Krahn and Ralph Levene


Powered by SMART

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 . . .


Powered by SMART


SuccessMeasures

PM Maturity

Challenge

Trust

eDNA


Powered by SMART

Matching Project and Leader

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…


Powered by SMART

The Bottom Five PM Competencies

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


Powered by SMART

The Top Five PM Competencies

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



Powered by SMART

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


Powered by SMART

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



Powered by SMART

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



Powered by SMART


SuccessMeasures

PM Maturity

Challenge

Trust

eDNA

BusinessContext

Project

Program

Enterprise


Powered by SMART

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?


Powered by SMART

Solving the Right ProblemSolving the Right Problem

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


Powered by SMART

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…


Powered by SMART

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


Powered by SMART

Difficult DecisionsDifficult DecisionsThinData

ThinnerInformation

AddKnowledge

AddWisdom

BigDecision


Powered by SMART


SuccessMeasures

PM Maturity

Challenge

Trust

eDNA

Project

Program

Enterprise

BusinessContext

Project Languagevs.

Business Language


Powered by SMART

Management Made SimpleManagement Made Simple

Lie about whatwe can do

Lie about whatwe can do

FictionalTeam of

Super-heroes

FictionalTeam of

Super-heroes

Confirm thelie

Confirm thelie

Do work and Lie some moreDo work and

Lie some more

AccusationsAccusationsBlameBlame


Powered by SMART


SuccessMeasures

PM Maturity

Challenge

Trust

eDNA

Project

Program

Enterprise

BusinessContext

Project Languagevs.

Business Language


Powered by SMART

Turbo-BrainsTurbo-Brains


Powered by SMART


SuccessMeasures

PM Maturity

Challenge

Trust

eDNA

Project

Program

Enterprise

BusinessContext

Project Languagevs.

Business Language


Powered by SMART

Managing IS/IT Projectswith


Managing IS/IT Projectswith


Practice and Principles.Practice and Principles.


Powered by SMART

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


Powered by SMART

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™


Powered by SMART

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?


Powered by SMART

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…


Powered by SMART

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


Powered by SMART

Get involved in SMARTGet involved in SMART

• Certification

• Licensed Practitioners

• Corporate Licenses

• Certification

• Licensed Practitioners

• Corporate Licenses


Powered by SMART

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


Powered by SMART

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?


Powered by SMART

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


Powered by SMART

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


Powered by SMART

Our Organization, Unit, Program, Project

Our Organization, Unit, Program, Project


Powered by SMART

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?

Powered by SMART

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

ProcessP/L/O/T

ProcessP/L/O/T

ProcessP/L/O/T

Decision Decision

NeedsNeeds NeedsNeeds NeedsNeeds NeedsNeeds

Project Details

O DeliverableO Gantt ChartO People/RolesO Plus...

t $

GPSGPS

© SMART Management Inc. andFrancis Hartman Holdings Ltd. 2001

Powered by SMART


3 Questions3 Questions3-D Schedule3-D Schedule



T,P,$T,P,$






ProcessP/L/O/T

ProcessP/L/O/T

ProcessP/L/O/T

ProcessP/L/O/T

Decision Decision


Project Details


t $

GPSGPS


© SMART Management Inc. 2001 andFrancis Hartman Holdings Ltd. 2001

S.B.SS.B.S

MissionKRs

(Stakeholders)

Deliverables

Exclusions


Powered by SMART

MissionMission

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

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


Powered by SMART

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?

• 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?

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


Powered by SMART

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)

Powered by SMART


3 Questions3 Questions3-D Schedule3-D Schedule



T,P,$T,P,$






ProcessP/L/O/T

ProcessP/L/O/T

ProcessP/L/O/T

ProcessP/L/O/T

Decision Decision


Project Details


t $

GPSGPS



S.B.SS.B.S

MissionKRs

(Stakeholders)

Deliverables

Exclusions


Powered by SMART

MissionMission

Key Result Expectations

Deliverables

SBS – Structure

Stakeholder Stakeholder Stakeholder Stakeholder


Powered by SMART

SBS – ComponentsSBS – Components

• Mission

• Stakeholders

• Key Results

• Deliverables

• Parking Lot

• Exclusions

• Mission

• Stakeholders

• Key Results

• Deliverables

• Parking Lot

• Exclusions


Powered by SMART

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


Powered by SMART

SBS – Key Results and Stakeholders

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


Powered by SMART

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.


Powered by SMART

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)


Powered by SMART

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.


Powered by SMART

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.


Powered by SMART

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


Powered by SMART

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


Powered by SMART

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

Powered by SMART

S.B.SS.B.S

MissionKRs

(Stakeholders)

Deliverables

Exclusions




T,P,$T,P,$






ProcessP/L/O/T

ProcessP/L/O/T

ProcessP/L/O/T

ProcessP/L/O/T

Decision Decision


Project Details


t $

GPSGPS






Powered by SMART

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

23


Powered by SMART

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

Powered by SMART

S.B.SS.B.S

MissionKRs

(Stakeholders)

Deliverables

Exclusions










ProcessP/L/O/T

ProcessP/L/O/T

ProcessP/L/O/T

ProcessP/L/O/T

Decision Decision


Project Details


t $

GPSGPS


T,P,$T,P,$




Powered by SMART

AlignedAligned

T P

C

Align the Architect…

… and then the others…

PMPM

Sys.Arch.Sys.Arch.

Dev’tteamDev’tteam

SubsSubs SponsorSponsor

UsersUsers

SponsorBOSS

SponsorBOSS


Powered by SMART

Checking Value against Priorities

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

Powered by SMART

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


t $

GPSGPS





ProcessP/L/O/T

ProcessP/L/O/T

ProcessP/L/O/T

ProcessP/L/O/T

Decision Decision




Powered by SMART

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

• 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


Powered by SMART

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

back

• 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

back


Powered by SMART

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?


Powered by SMART



Powered by SMART

3-D Planning…adding Target Durations

Process ProcessProcessProcess


Deliverable

Deliverable

Deliverable


Deliverable


Deliverable

PLOT PLOT PLOT PLOT


Powered by SMART

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 . . .


Powered by SMART

Process ProcessProcessProcess


Deliverable

Deliverable

Deliverable


Deliverable


Deliverable

PLOT PLOT PLOT PLOT

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


Powered by SMART

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


Powered by SMART

EXERCISEEXERCISE


Powered by SMART

Re-checking your PlanRe-checking your Plan

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

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


Powered by SMART

EXERCISEEXERCISE


Powered by SMART

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


Powered by SMART

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

Powered by SMART

S.B.SS.B.S

MissionKRs

(Stakeholders)

Deliverables

Exclusions




T,P,$T,P,$


RACI+ ChartRACI+ Chart




ProcessP/L/O/T

ProcessP/L/O/T

ProcessP/L/O/T

ProcessP/L/O/T

Decision Decision


Project Details


t $

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


Risk ManagementRisk Management




Powered by SMART

PM Past - Project SelectionPM Past - Project Selection

Project A Project B

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

?


Powered by SMART

PM Past - CPMPM Past - CPM

ActivityA

ActivityB

10

100/10/112

9/10/12What aSurprise!What aSurprise!


Powered by SMART

Risk evaluation and management

Find the Risks

Qualitative then Quantitative Analysis

Classifyand

Prioritize

DevelopManagementStrategy& Plan

Manage toTarget Plan


Powered by SMART

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


Powered by SMART

Basic Estimate for a Deliverable

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.


Powered by SMART

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.


Powered by SMART

A Good Risk StickyA Good Risk Sticky


Powered by SMART

Questions to ask (with apologies to children everywhere)

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?


Powered by SMART

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.


Powered by SMART

Prioritizing RisksHI

LO

PROBABILITY OF OCCURENCE

IMPACT

LO HI

1122

3344

Consider Priorities:

T, P, C

Consider Break-pointProbability


Powered by SMART

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


Powered by SMART

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.


Powered by SMART

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.


Powered by SMART

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

3/4/6/5 weeks

2/3/4/4 weeks

3/4/6/5 weeks


Powered by SMART

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?


Powered by SMART

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


Powered by SMART

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


Powered by SMART

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


Powered by SMART

Real Calendar and ResourcesReal Calendar and Resources

Raw Schedule

SummerHoliday Season

WinterChristmas Break

Revised Schedule

Any otherconstraints

in thisspace?


Powered by SMART

Input and Output DeliverablesInput and Output Deliverables

Raw Schedule

SummerHoliday Season

WinterChristmas Break

Revised Schedule

Any otherconstraints

in thisspace?


Powered by SMART

Other Constraints and RealitiesOther Constraints and Realities

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

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


Powered by SMART

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.


Powered by SMART

ExerciseExercise


Powered by SMART

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


Powered by SMART

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?


Powered by SMART

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


Powered by SMART

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


Powered by SMART

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 . . .

Powered by SMART


S.B.SS.B.S

MissionKRs

(Stakeholders)

Deliverables

Exclusions






T,P,$T,P,$






ProcessP/L/O/T

ProcessP/L/O/T

ProcessP/L/O/T

ProcessP/L/O/T

Decision Decision


Project Details


t $

GPSGPS



Powered by SMART

Project GPSProject GPS

Elapsed Time

Cale

nd

ar

Exp

en

dit

ure

Now

T Q

$

x

R1R2

R3R4

Performance Indicator



Powered by SMART

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


Powered by SMART

Setting up your RACI+ Spreadsheet - 1

Setting up your RACI+ Spreadsheet - 1


Powered by SMART

ExerciseExercise


Powered by SMART


Elapsed Time

Cale

nd

ar

Exp

en

dit

ure

Now

T Q

$

x

R1R2

R3R4




Powered by SMART


Elapsed Time

Cale

nd

ar

Exp

en

dit

ure

Now

T Q

$

x

R1R2

R3R4



Schedule – 2Schedule – 2


Powered by SMART

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


Powered by SMART

ExerciseExercise


Powered by SMART

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


Powered by SMART


Elapsed Time

Cale

nd

ar

Exp

en

dit

ure

Now

T Q

$

x

R1R2

R3R4




Powered by SMART


Elapsed Time

Cale

nd

ar

Exp

en

dit

ure

Now

T Q

$

x

R1R2

R3R4



Cost - 2Cost - 2


Powered by SMART

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!


Powered by SMART


Elapsed Time

Cale

nd

ar

Exp

en

dit

ure

Now

T Q

$

x

R1R2

R3R4




Powered by SMART

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


Powered by SMART

The Progress trick

• Communicate informally

• Listen

• Assess Change impacts carefully

• Focus on deliverables

• Have Fun

• Hand over products

• Plan to finish!


Powered by SMART

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!)


Powered by SMART

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


Powered by SMART

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?


Powered by SMART

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.


Powered by SMART

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!


Powered by SMART

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,

2002

CanadianBest

Seller2000, 2001,

2002


Powered by SMART

NEW in 2003:Better Contracting

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?


Powered by SMART

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….


Powered by SMART

Beware of ImitationsBeware of Imitations


SMART Program Management®

SMART Management®


SMART Program Management®

SMART Management®


Powered by SMART

The EndThe End

[email protected] [email protected]

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

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


Powered by SMART

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

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

Documents

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