Projects Don’t Go Wrong, They Start Wrong

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Projects Don’t Go Wrong, They Start Wrong

Six Simple Things You Can Do to Start Your Project Right

Betsy Guthrie, Sr. Project ManagerFiremans Fund Insurance [email protected]

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Agenda The Six Simple Things

Manage Relationships (1,2,3,4) Manage Communication (5,6)

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Start Your Project Right

Demonstrate Your Intent to be Deliberate About Managing Relationships Managing Communication

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Managing Relationships

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1. Develop and distribute a project organization chart.

2. Develop and distribute a roles and responsibilities table

4. Meet with the Functional Managers

3. Meet with the Sponsor

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Managing Communications

5. Establish communication groups

6. Set up regular team meetings

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1. Project Organization Chart What is it?

Graphical depiction of project stakeholders by authority/influence level

Why do it? Understand the relative political position of your

stakeholders Makes sure they know each other. Allows you to check to ensure executive management

and users are adequately represented How do I do it?

Draw boxes with Project Manager in Center Put in names and titles and phone number Send it around and get approval Urge everyone to put them up on their office walls for

reference (helps give your project visibility)

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1. Project Organization Chart - Example

Project BoardDiane Baker

Michael DouglasDavid Ho

Project ManagerBetsy Guthrie X2511

Functional ManagersChris O’Toole (SE’s) X3111Diane Tikashima (DBA’s) X6056

Technical TeamEric Wong (SE) X6086Sharad Srinivasan (SE) X6229Sheree Manuel (SE) X5062

Business TeamJune McClelland G/L X2496Maria Dedini X3678Laurie Jackson X5051

Architecture Rep.Will Alvarez x5202

Key StakeholdersTomas Paterson – Controller Linda Ho – TreasuryNikki McIntosh – Finance Michael Talbott – Supply Mgmt Elana Vasquez – ITAS Director – Info Mgmt & ReportingBob Linski – Project Mgr on PO Project

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2. Develop Roles & Responsibilities Table

What is it? A Table which describes the overall responsibility of

every team members by function or by name Why do it?

So everyone on the team understands their role explicitly and the role of everyone else on the team

How do I do it? Create a table listing members by name or function,

their title, and a brief description of their responsibility on the team.

Send it around and ask everyone to validate

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Diane Comer Executive Sponsor

Accountable for the project success to the CIO. Responsible for providing strategic direction and removing obstacles to success.

Gloria Vallerga IT Director

Accountable for the project success to the Executive sponsor. Responsible for providing strategic direction and removing obstacles to success.

Betsy Guthrie Project ManagerResponsible for managing the schedule, budget, and scope and to report status to all stakeholders.

Tom Pelliccioni Project Administrator

Supports the Project Manager in maintaining the project schedule and providing guidance on technical issues.

Elena Bates ITAS Director

Consulted on strategic direction. Responsible for user sign-off for purchase and implementation of AIX Database Administration tools (purchase and implementation is done by CGI)

Chris Guempel

SE and SS Resource Manager

Responsible for providing technical resources (SE's and SS's) and providing technical guidance at a strategic level.

2.Develop a Roles and Responsibilities Table - Example

Name Role Responsibility

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3. Meet with the Sponsor What is it?

A meeting with the executive sponsor of the project to establish your relationship and confirm your understanding of scope, success criteria, key concerns and communication preferences.

Why do it? Establish a trust relationship with the sponsor. Enable you to understand their leadership style so you can adapt

to it. Help you to understand what kinds of information they are

seeking. To understand their explicit and implicit expectations

How do I do it? Ask, “What are your concerns?” Bring an In-Scope and Out of Scope list and ask for comments Ask what they need in order to know the project was successful Ask what kind of communication they want from you (i.e.,

Touchpoint Meetings, Phone Calls)

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4.Meet with the Functional Managers

What is it? A meeting with the functional managers to

Explain the scope of your project Determine how they wish to be communicated with and Ask how you can contribute to the personal and professional goals of

their direct reports who are on your project team Why do it?

Develops a trust relationship with the managers that will help you when you must ask for their help in the case of performance issues

Knowledge of personal and professional goals of the team members helps you know how to motivate them

How do I do it? Talk to the people who manage your core team members and ask What personal/professional goals of the team members can you help

them to achieve What communication do they want from you during and after the project. How can you best contribute to the Performance Appraisals of the team

members.

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5. Establish Communication Groups

What is it? Email Distribution groups that group people who wish to

get the same types of communication together. Why do it?

Prevents omission of important stakeholders Gives all team members access to the appropriate

audience through a single group Shows deliberate intent to manage and focus

communication How do I do it?

Create three basic groups: Stakeholders (status reports) Contributors (status reports and project issues -

optional invitees to team meetings) Core team members (copied on all communication

related to the project and invited to team meetings) Add more as needed but don’t make it too complicated

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5. Establish Communication Groups How do I do it? (continued)

Inform everyone on each list: Tell them which list they are on Tell them what communications they will be

getting and meetings they will be invited to. Ask them if they wish to get more/less

information or to be moved to another list or if they wish to delegate.

Append the lists to the project organization chart

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6. Set Up Regular Team Meetings What is it?

Regular team meetings every week in the same place (or same format if remote) at the same time (or the same rotation of times if different time zones).

Why do it? It gives the project a “heartbeat” - a regular and consistent

time to meet and discuss issues, status, concerns. How do I do it?

Take schedules into account (compressed work weeks and flex time and other time zones)

Try to make the place/time convenient for everyone. Send out an invite so it is on everyone's calendars Set up a bridge line and put it in the repeating invite.

krhn

May need to explain "heartbeat" with non english speakers.

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Projects Don’t Go Wrong, They Start Wrong

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