four secrets project success
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Chicago l Cincinnati l Columbus l Dallas l Denver l Fort Lauderdale l Houston l Indianapolis l Phoenix l Tallahassee l Tampa l www.sark.com
By Carl Breunlin
Director Project Office
Software Architects, Inc.
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The 4 Secrets of Project Success
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Premise& 'hat (ou do be)ore a pro*ect
starts signi)icantl( in)luencesthe success or )ailure o) (oure))ort.
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With that said, there are 4 secrets to project
success
And
They are easy to implement
+ Focus on Feasible
+ Get the Numbers Riht
+ Ne!er Second Guess the "stimate
+ #on$t %oose &ontrol
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Focus ,n Feasibilit(
-ou cant determine )easibilit( until (ou
know the details o) a pro*ect./ased on the details (ou can determine&
Technical )easibilit(
Financial )easibilit(0chedule )easibilit(
,rgani1ational )easibilit(
FA&T'
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System #escription ( Table of &ontents
)*+ System o!er!ie
-*+ &urrent system definition.*+ Ne system definition
4*+ /mpacts of the ne system 0orani1ationally, financially, etc*2
3*+ Ad!antaes and disad!antaes of ne system
*+ Notes
The 2asiest 'a( to 3et the Details is to 'rite a
0(stem Description
SAR5 recommends ritin a System #escription as a
first step in project plannin*
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System #escription Table of &ontents
)*+ System o!er!ie-*+ &urrent system definition
.*+ Ne system definition
4*+ /mpacts of the ne system
0orani1ationally, financially, etc*2
3*+ Ad!antaes and disad!antaes of ne
system
*+ Notes
Technical Feasibility
Is the network ,45
Do we have enoughprocessing power5
6re we pushing the stateo) the art5
'ill per)ormance be anissue5
6re there technicallimitations5
Has this been donebe)ore5
YES NO
Technical 6
Financial
Schedule
7rani1ational
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Financial Feasibility
Is the total budgetade7uate5
Is the budget per periodade7uate5
'hat is the 8,I5
'hen is /reak 2ven5
6re there hidden costs5
'hat are the intangiblebene)its
'hat is the TC,5
System #escription Table of &ontents
)*+ System o!er!ie-*+ &urrent system definition
.*+ Ne system definition
4*+ /mpacts of the ne system
0orani1ationally, financially, etc*2
3*+ Ad!antaes and disad!antaes of ne
system
*+ Notes
YES NO
Technical 6
Financial 6
Schedule
7rani1ational
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System #escription Table of &ontents
)*+ System o!er!ie-*+ &urrent system definition
.*+ Ne system definition
4*+ /mpacts of the ne system
0orani1ationally, financially, etc*2
3*+ Ad!antaes and disad!antaes of ne
system
*+ Notes
Schedule Feasibility
'hat is the drop deaddate5
Can the pro*ect becompleted b( then5
'hen do ma*ormilestones need to becompleted5
Can the( be completedon time5
'hat happens i) thepro*ect is late5
YES NO
Technical 6
Financial 6Schedule 6
7rani1ational
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System #escription Table of &ontents
)*+ System o!er!ie-*+ &urrent system definition
.*+ Ne system definition
4*+ /mpacts of the ne system
0orani1ationally, financially, etc*2
3*+ Ad!antaes and disad!antaes of ne
system
*+ Notes
7rani1ational Feasibility
Does the IT team have theexperience )or a pro*ect o) thissi1e5
Do we have a world9class
Pro*ect :anager5Do we have experience withthis technolog(5
How will the new s(stemimpact the organi1ation5
'hat impacts are there tovendors;partners< etc.5
How much training isre7uired5
YES NO
Technical 6
Financial 6
Schedule 6
7rani1ational 6
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System #escription
Table of &ontents
)*+ System o!er!ie-*+ &urrent system
definition
.*+ Ne system
definition
4*+ /mpacts of the ne
system
0orani1ationally,
financially, etc*2
3*+ Ad!antaes and
disad!antaes of ne
system
*+ Notes
Feasibilit( 6nal(sisTechnical
Financial
0chedule
,rgani1ational
,nce )easibilit(anal(sis iscomplete< it iseas( to puttogether a plan )or
an( item not)easible ormarginall( )easible
Feasibility is the cornerstone of early project plannin*
“To be successful we need to hire a world class project manager by June who has these skills…..”
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I) Feasible< the =ext 0tep is to 3et the
=umbers 8ight
I) the estimate is wrong< $ times out o)>! the pro*ect is doomed.
0684 has developed a world class approach toestimating that is&
Totall( transparent2xtremel( accurate
Ties the estimate directl( to what users want
Is the basis )or cost and schedule control
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-ou have to spend timeup )ront gettingre7uirements
,nl( a)ter (ou havere7uirements can (oucreate an accurateestimate
The better there7uirements< the betterthe estimate
8efore e discuss estimatin, a fe
thouhts'
Analysis is becomin a larer
percent of total de!elopment time9
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Suppose :ou &ollected These Re;uirements and
Grouped Them As Follos
Shall be able to view general ledger entries in multiple
currencies
Shall allow viewing of general ledger entries by invoice
Shall be able to select consumer accounts
Shall be able to select business accounts
Shall be able to create source codes
Shall be able to modify source codes
Shall be able to perform product catalog entry
Shall be able to perform product catalog changes
Accounting
Order Entry
Marketing
Fulfillment
Requirement Design Element
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The project estimate is based on determinin ho
lon it ill ta
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This is How 0684 Creates 6ccurate 2stimates
What needs to be built :our lifecycle
?o much effort
is re;uired
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No that e
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?o often does this happen in your orani1ation@
"stimatorPB#irector "tc. ? Itll take @A: and >B months to do thispro*ect.
8oss&(%e!el Somebody ? =ope< =ope< =ope not acceptable. 3ottahave it done b( (ear end< and b( the wa( the budget is @>.%:. Period
"stimatorPB#irector "tc. ? a)ter a long pauseE ,k.
Later alone in the office to himself/herself
"stimatorPB#irector "tc. ? =ever going to happen Period.
Later either alone or to some higher leel !oss
8oss&(%e!el Somebody ? /o( did I do a good *ob managing thoseout o) control development costs
/main the Folloin &on!ersation
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This is called
CSecon" #uessing the $stimateD
The idea is to somehow )it more re7uirementsinto the development e))ort than the budget
supports.
IT =2G28 ',840
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Instead o) 0econd 3uessing 9 se 0684s 6pproach to 8econcile 'ants with /udget
)* First, double chec< the estimate for accuracy E be careful
-* Ne=t, analy1e e=pensi!e features E are they orth it@
.* Then prioriti1e e=pensi!e features E or et rid of them
4* /f necessary schedule multiple releases E plan a multi(
period roll(out to match budet ith needs
-ou can do the
same i) (ou use ourestimatingapproach
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'ith this approach< (our pro*ect is much<
much more likel( to succeed.
/utcompromises must be made.
/utthats better than having the pro*ectoverrun.
T?" 87TT7B %/N"'
/f the estimate is accurate and it should be, don$t
demand more for less*
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=ow 'e Can Turn ,ur 6ttentionto the Last 0ecret&Dont Loose Control
+ &ontrol &ost Schedule
+ &ontrol &hanes
+ &ontrol Huality
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Controlling Cost and 0chedule
@!
@"!
@I!
@!
@B!
/C'0 @"!
/C'P @>
Jan Feb. :ch. 6pril :a(
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Controlling Changes
A riorous chane control
process assures that allchanes are documented
and that the impact of
appro!ed chanes are
reflected in the cost and
schedule baseline*
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Controlling Kualit(
8uildin ;uality into
your project from
day one ill
sinificantly
contribute to o!erall
project success*
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0ummar(
The premise o) our discussion toda( isthat what (ou do be)ore a pro*ect starts
signi)icantl( in)luences the success or)ailure o) (our e))ort.
'e have discussed eas( to implement
strategies to help guarantee that (ourpro*ect completes success)ull(.
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Huestions@
Than< you for your time*
=eed :ore In)o5Contact&
Carl /reunlin
cbreunlinsark.com
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Softare Architects /nc* is a full ser!ice softare consultin firmspeciali1in in custom application de!elopment and application
interation* Please !isit our eb site at'
*sar