1 project risks importance of cooperation between pms and team leads august 5, 2015
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PROJECT RISKS
IMPORTANCE OF COOPERATION BETWEEN PMs AND TEAM LEADs
AUGUST 5, 2015
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Project Risks
Project risk is defined by PMI as an uncertain event or condition that, if it occurs, has a positive or negative effect on a project’s objectives'.
Good Project Risk Management depends on supporting organizational factors, clear roles and responsibilities, and technical analysis skills.
* Uncertain means that there is a probability between 1-99% that the event could occur.
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Risks vs Opportunities
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Risk Management Process (Maria’s point of view)
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Risk Management Process
Project Risk Management is the identification, assessment, and prioritization of risks followed by coordinated and economical application of resources to minimize, monitor, and control the probability and/or impact of unfortunate events or to maximize the realization of opportunities.
Project risk management in its entirety, includes the following:• Planning risk management• Risk identification• Performing qualitative risk analysis• Performing quantitative risk analysis• Planning risk responses• Monitoring and controlling risks
Probability
Low Medium High
Impact
CriticalSubstantial
management required
Must monitor and manage
risks
Extensive management
crucial
ModerateMay accept
risks but monitor them
Management effort useful
Management effort
required
Minor Accept risksAccept risks but monitor
themMonitor and manage risks
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Project Risks Samples
Client related1
Team related2
Others3
• Scope Creep (also called requirement creep, function creep and feature creep) in project management refers to uncontrolled changes or continuous growth in a project’s scope. This can occur when the scope of a project is not properly defined, documented, or controlled. It is generally considered harmful.
• Client Delays, e .g. is the time that the client delays before doing something.
• Shared Resources: resources assigned are not dedicated and have operational responsibilities during some period of time.• Distributed team, a team of people using technology to work on the same stuff from different places.
• E.g. collaboration with 3rd part teams (Platform team).• …
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Risk Treatment
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• Involve & collaborate with customers as early as possible.
• Have a clear project vision and understand customers objectives.
• Know client’s expectations.
• Document all agreements: docs, emails, meeting minutes. And keep it in one place!
• Ongoing communication is critical.
• Document all communications.
• Agree on timelines and milestones.
Client Related Risks and the way they can be mitigated
Scope Creep
Client Delays
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• Constant communication is critical (standups, calls and etc).
• Scope, decisions and changes should be documented and shared (control the source).
• Everything (task, issue, action) should has an OWNER.
• Make sure everyone knows the goal.
• Define calendar.
• Agree on the resource requirements with resource managers.
• Identify contingency plan for resources.
• Define milestones. Scope should be mapped to the milestones.
• Manage key metrics.
Team Related Risks and the way they can be mitigated
Shared Resources
Distributed team
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Risk Categories
Scope1
Estimates2
Schedule3
Resources4
Communication0
*BA Lead point of view
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Examples of Risks
*BA Lead point of view
• QA Effort is underestimated• Assumptions are no longer valid• Schedule is not adjusted with critical path• No alignments in plans
• Project started but not fully staffed • Wrong people assigned to the project • Demotivation• Conflict with other projects (shared resources)• Customer don’t have resources for the project
• Customer doesn’t respond in time• Customer doesn’t speak English well• SMEs are not available• No regular status meetings• No standard project reporting• Different time zones
• No Scope Freeze• Scope Owner is not defined• Uncertain requirements • No process for Scope Changes • Lack of requirements traceability
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TRANSPARENT PROCESSES
COMMUNICATION PLAN ACTION ITEMS ESCALATION CHAIN SCOPE
MANAGEMENTTEAM
MANAGEMENT
*BA Lead point of view
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Risk Management
IDENTIFY
EVALUATE
PRIORITIZE
PLAN ACTION
IMPLEMENT
MEASURE, CONTROL & MONITOR
Risk Management should be ONGOING
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PM’S AND TEAM LEADSCOLLABORATION.EFFECTIVE 2-WAY
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Roles and Responsabilities
PROJECT MANAGERFocus on the PROJECT
Schedule, Budget, Resources, Client, Escalations, Risks, Alignment
BA LEADFocus on PRODUCT
Specifications & Requirements
DEV LEADFocus on ARCHITECTURE
and DELIVERYTech Specifications,
Development
QA LEADFocus on QUALITY
Test Plan, Test Cases, Execution
ENGINEER LEADFocus on
INFRASTRUCTURE and SUPPORT
Configuration and Support
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HOW TO RUIN YOUR PROJECT?
BE PRIDE
PANIC
RAISE RED FLAGS
KEEP ONESELF TO ONESELF
BE FORMAL
FOCUS ON THE NEGATIVE
BE AN EGOIST
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TYPES OF THE CONFLICTS
ONE TO ONE
• PM vs Lead
• Lead vs Lead
• Architect vs BA
SUPER STAR• Architect vs Everyone
• “I KNOW EVERYTHING”
MANY TO MANY• BA vs DEV vs QA
• Stream vs Stream
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WHY COOPERATION IS IMPORTANT?
DELIVER ON TIME WITH QUALITY
WIN-WINEVERYBODY LOSE IF PROJECT FAILS
DON’T NEED TO ASK FOR IT – TEAM IS WORKING ON IT ALREADY
YACHT IN THE STORM
REMEMBER THE GOAL
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HOW TO ESTABLISH THE CONTACT?
Agree about the rules in advance1
Don’t try to change – try to understand
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Listen and hear3
Respect4
Give-and-take5
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DON’T OVERKILL
Individuals and interactions over processes and tools
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DELEGATE
DIVE INTO DETAILS WHEN NECESSARY
TRUST BUT CHECK
MICROMANAGEMENT
YOUR LEADS ARE EXPERTS IN THEIR AREAS
BUILD TRANSPARENT PROCESSES
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HELP EACH OTHER
Don’t be silent1
Ask for help if needed2
Be a human3
Don’t wait - help4
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FEEDBACK
BE OPEN
NEGATIVE EMOTIONS
BE CONSTRUCTIVE
KNOW YOUR TEAM MOOD
MOTIVATE
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BENEFITS
Proactive teamV
Safe your timeV
Work with importantV
Team supportV
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COMMUNICATION
CLEAR RESPONSIBILITIESFEEDBACK
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AND ANSWERSQUESTIONSREAL CASES
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• …
• …
• …
CONSTANT CHANGES
WHAT IS WRONG? HOW IT CAN BE SOLVED?
• …
• …
• …
• Legacy system to be decommissioned but still up-an-running
• One system to be replaced with many from different vendors
• Customer doesn’t have limited budget or schedule
• Fuzzy scope
SITUATION
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• …
• …
• …
SCOPE AND SCHEDULE
WHAT IS WRONG? HOW IT CAN BE SOLVED?
• …
• …
• …
• Previous delivery with another vendor failed
• Wrong people at wrong places
• Internal process slows down the delivery and re-cap
• Duplicated scope
SITUATION
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• …
• …
• …
ESCALATION DOESN’T WORK
WHAT IS WRONG? HOW IT CAN BE SOLVED?
• …
• …
• …
• New market
• Customer is access point to the whole Group
• Wrong people at wrong places
• Limited schedule
SITUATION
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• …
• …
• …
NO COMMUNICATION WITH PM
WHAT IS WRONG? HOW IT CAN BE SOLVED?
• …
• …
• …
• Junior PM
• South Africa
• Joined venture
• Open scope
SITUATION
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