kapur-seven dealy sins of pm
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© 1995 Center for Project Management® Rev: December 8, 20031
®®
of Project Managementof Project ManagementThe Seven Deadly SinsThe Seven Deadly Sins
PMI-ISSIG WebinarPMIPMI--ISSIG WebinarISSIG Webinar
Presented ByGopal K. Kapur, President
Center for Project Management®One Annabel Lane, Suite 108
San Ramon, CA [email protected] www.center4pm.com
Presented ByPresented ByGopal K. Kapur, PresidentGopal K. Kapur, President
Center for Project ManagementCenter for Project Management®®One Annabel Lane, Suite 108One Annabel Lane, Suite 108
San Ramon, CA 94583San Ramon, CA [email protected]@center4pm.com www.center4pm.comwww.center4pm.com
© 1995 Center for Project Management® Rev: December 8, 20032
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State Of IT Project ManagementState Of IT Project Management
“The “whisper number” (the one no one likes to publicly acknowledge) for annual IT waste is around $75 billion. These are the dollars spent yearly on failed IT projects.” Thornton May, Save the Suits From Themselves, Computerworld, March 10, 2003, pp. 21.
© 1995 Center for Project Management® Rev: December 8, 20033
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7 Deadly Sins7 Deadly Sins
1. Mistaking Half-Baked Ideas for Projects2. Inadequate Due Diligence3. Ineffective Sponsorship4. Under Skilled Project Managers5. Lack of a Robust Project Management
Process6. Not Monitoring the Vital Signs7. Absence of a Comprehensive Project
Portfolio
© 1995 Center for Project Management® Rev: December 8, 20034
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Sin 1: HalfSin 1: Half--Baked Ideas as ProjectsBaked Ideas as Projects
MAET
PM
DeadlineDeadline
Progressive Regression Progressive Regression Progressive Regression
ManagerManager
EXECEXECHH--B IdeaB Idea
© 1995 Center for Project Management® Rev: December 8, 20035
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Filter HalfFilter Half--Baked Ideas Baked Ideas
Which specific strategy is the project linked to?What are the key objectives?What is the value-to-business?How realistic are the key assumptions? Are the measures of success quantified? What are the shut down conditions?How realistic is the deadline?What are the implications of doing nothing?
11
22
33
44
55
66
77
88
Questions designed to filter out half-baked ideas.Questions designed to filter out halfQuestions designed to filter out half--baked ideas.baked ideas.
© 1995 Center for Project Management® Rev: December 8, 20036
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Filter HalfFilter Half--Baked Ideas Baked Ideas –– Problems Problems
Sponsors and project managers don’t really talk to each other. Sponsors don’t like to be questioned.Most sponsors are too busy to spend any time with their project managers.Project managers find it difficult to bring up the issue of canceling a project.
Seeds of failure are sown.Seeds of failure are sown.Seeds of failure are sown.
© 1995 Center for Project Management® Rev: December 8, 20037
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There is an effective project management process that There is an effective project management process that filters halffilters half--baked ideas from viable projects.baked ideas from viable projects.
Routinely Most Often Often Sometimes RarelyRoutinely Most Often Often Sometimes Rarely11 22 33 44 55
11%
349%
417%
220%
513%
Data was collected at the SF-PMI May 2003 Regional Conference. Data was collected at the SFData was collected at the SF--PMI May 2003 Regional Conference. PMI May 2003 Regional Conference.
© 1995 Center for Project Management® Rev: December 8, 20038
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Sin 2: Inadequate Due DiligenceSin 2: Inadequate Due Diligence
“Hundreds of careful studies show that most new companies, products and services are flops – even during the best of times.” Robert I. Sutton,Stanford University, CIO Insight, October 2001, pp. 47.
Reason: Lack of due diligence.Reason: Lack of due diligence.Reason: Lack of due diligence.
© 1995 Center for Project Management® Rev: December 8, 20039
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StakeholdersStakeholders
Policy
Management
Implementation
CustomersEnd-users
ProjectProject
© 1995 Center for Project Management® Rev: December 8, 200310
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PolicyPolicy--Level Stakeholders Level Stakeholders
Project Sponsor
Neutral
Nemesis
Comatose
Champion
Champion
SH
SH
SH
SH
SH
Those who “shape” the project.Those who “shape” the project.Those who “shape” the project.
© 1995 Center for Project Management® Rev: December 8, 200311
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ImplementationImplementation--Level StakeholdersLevel Stakeholders
Project
SH
SH
SHChampion Neutral
SHNemesis
Comatose ChampionSH
SH
Expectations
Degree of Change
Level of Readiness
Nemesis
Those who will be “shaped” by the project.Those who will be “shaped” by the project.Those who will be “shaped” by the project.
© 1995 Center for Project Management® Rev: December 8, 200312
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Project proposals undergo appropriate and effective Project proposals undergo appropriate and effective levels of due diligence.levels of due diligence.
Routinely Most Often Often Sometimes RarelyRoutinely Most Often Often Sometimes Rarely11 22 33 44 55
11%
29%
325%
441%
524%
Data was collected at the SF-PMI May 2003 Regional Conference. Data was collected at the SFData was collected at the SF--PMI May 2003 Regional Conference. PMI May 2003 Regional Conference.
© 1995 Center for Project Management® Rev: December 8, 200313
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Sin 3: Ineffective SponsorshipSin 3: Ineffective Sponsorship
Commitment of “political capital”Commitment of personal timeCommitment of resources
Sponsorship means more than approving the budget. It means having
one’s “skin” in the game.
Sponsorship means more than Sponsorship means more than approving the budget. It means having approving the budget. It means having
one’s “skin” in the game.one’s “skin” in the game.
© 1995 Center for Project Management® Rev: December 8, 200314
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Role of the Sponsor Role of the Sponsor -- A Partial ListA Partial List
•• Provide guidance and direction for key Provide guidance and direction for key business strategiesbusiness strategies
•• Understand project complexityUnderstand project complexity•• Empower the project managerEmpower the project manager•• Champion the project and the teamChampion the project and the team•• Formally manage the project scopeFormally manage the project scope•• Approve plans, schedules, and budgetsApprove plans, schedules, and budgets•• Ensure sustained buyEnsure sustained buy--inin•• Clear road blocks (obstacles)Clear road blocks (obstacles)•• Ensure timely availability of resourcesEnsure timely availability of resources•• Review project progressReview project progress•• Ensure that project benefits are realizedEnsure that project benefits are realized
The sponsor should be
able to make 80% of all decisions without
having to get approval from
higher ups.
The sponsor The sponsor should be should be
able to make able to make 80% of all 80% of all decisions decisions without without
having to get having to get approval from approval from
higher ups. higher ups.
© 1995 Center for Project Management® Rev: December 8, 200315
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Project Manager’s LamentProject Manager’s Lament
My sponsor done left me, My sponsor done left me, don’t come round no more.don’t come round no more.
Inflatable Sponsor!Inflatable Sponsor!Inflatable Sponsor!
© 1995 Center for Project Management® Rev: December 8, 200316
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Sponsors in my organization commit their political Sponsors in my organization commit their political capital, personal time, and resources to their projects.capital, personal time, and resources to their projects.
Routinely Most Often Often Sometimes RarelyRoutinely Most Often Often Sometimes Rarely11 22 33 44 55
16%
336%
436%
59% 2
13%
Data was collected at the SF-PMI May 2003 Regional Conference. Data was collected at the SFData was collected at the SF--PMI May 2003 Regional Conference. PMI May 2003 Regional Conference.
© 1995 Center for Project Management® Rev: December 8, 200317
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Sin 4: Under Skilled Project ManagersSin 4: Under Skilled Project Managers
Poor project management is a leading cause of project failure.
“Why Information System Projects are Abandoned: A Leadership and Communication Theory and Exploratory Study.” Effy Oz and John J. Sosik, Journal of Information Systems, Fall 2000.
“Why Information System Projects are Abandoned: “Why Information System Projects are Abandoned: A Leadership and Communication Theory and A Leadership and Communication Theory and Exploratory Study.” EExploratory Study.” Effy Oz and John J. Sosik, Journal of ffy Oz and John J. Sosik, Journal of Information Systems, Fall 2000.Information Systems, Fall 2000.
© 1995 Center for Project Management® Rev: December 8, 2003
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Project Com
plexity
Project Manager Skills Survey Project Manager Skills Survey -- 47 PMs47 PMsDeveloping Compre-
hensive Project Plans
Developing RealisticEstimates & Sched.
Tracking ProjectProgress
Managing Expectations
Managing The Team(Leadership)
Negotiation Skills
Novice Expert
Skill Gap
Skill Gap
Skill Gap
Skill Gap
Skill Gap
Skill Gap
0 1 2 3 4
© 1995 Center for Project Management® Rev: December 8, 200319
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Under Skilled Project ManagersUnder Skilled Project Managers
“More than 75% of 219 IT executives interviewed earlier this year by Meta Group Inc. indicated that a lack of in-house project management skills is a major workforce issue for them. But relatively few companies offer formal IT project management training…” Thomas
Hoffman, Computerworld, August 11, 2003, pp. 16.
© 1995 Center for Project Management® Rev: December 8, 200320
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12%
24%
326%
429%
539%
Project managers in my organization have the necessary skills to do their jobs effectively and efficiently.
Routinely Most Often Often Sometimes RarelyRoutinely Most Often Often Sometimes Rarely11 22 33 44 55
Data was collected at the SF-PMI May 2003 Regional Conference. Data was collected at the SFData was collected at the SF--PMI May 2003 Regional Conference. PMI May 2003 Regional Conference.
© 1995 Center for Project Management® Rev: December 8, 200321
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Under Skilled PMs Under Skilled PMs -- Typical SolutionTypical Solution
Acquire a site license for a project Acquire a site license for a project management software packagemanagement software package
–– Powerful toolsPowerful tools–– Uneducated project managersUneducated project managers
Mounting afterburners on a mule.Mounting afterburners on a mule.Mounting afterburners on a mule.
© 1995 Center for Project Management® Rev: December 8, 200322
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PM Skills Development ProgramPM Skills Development Program
Comprehensive Education and TrainingChallenging Job AssignmentsNon-judgmental MentoringProfessional Certification
© 1995 Center for Project Management® Rev: December 8, 200323
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Sin 5: Lack of a Robust PM ProcessSin 5: Lack of a Robust PM Process
Project Process Architecture™ (PPA ™ )Project Process Architecture™ (PPA ™ )Project Process Architecture™ (PPA ™ )
LaunchLaunchPre Pre LaunchLaunch
Idea
Vision
ExecuteExecute ImplementImplement OperationOperation
ProductionProductionProjectRequest
ProjectProjectCharterCharter
Plans &Plans &EstimatesEstimates
Schedule Schedule & Track& Track
CompletedCompletedProjectProject
6 Stages, 33 Steps Scalable Model
6 Stages, 33 Steps 6 Stages, 33 Steps Scalable ModelScalable Model
© 1995 Center for Project Management® Rev: December 8, 200324
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Project Process Architecture™Project Process Architecture™
IdeaIdea ProjectProjectRequestRequest
Vision
1. Idea Statement 2. Project Request
√
√
√ Recommended for all projects √ Recommended for all projects
© 1995 Center for Project Management® Rev: December 8, 200325
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Project Process Architecture™Project Process Architecture™
PrePre--LaunchLaunchProjectRequest
Project Project CharterCharter
10. Stability Assessment11. Issues 12. Risk Assessment13. Preliminary Scope
Statement14. Project Size Estimate15. Project Charter
3. Project Description4. Intra-Project Priorities5. Stakeholder Assessment6. Complexity Assessment7. Policies, Standards,
Procedures8. Impact Assessment9. Constraints and Obstacles
√
√
√
√
√
√
√
√
© 1995 Center for Project Management® Rev: December 8, 200326
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Plans &Plans &EstimatesEstimatesLaunchLaunch
Project Process Architecture™Project Process Architecture™
Project Charter
√
√
√
√
16. Project Staging17. Project Organization18. Task Plan19. Prototyping Plan20. Organization Change
Management Plan21. Scope Management Plan
22. Staffing Plan23. Communications Plan24. Project Notebook25. Detailed Estimates26. Project Plan Review &
Budget Approval
√
√
√
© 1995 Center for Project Management® Rev: December 8, 200327
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Project Process Architecture™Project Process Architecture™
ExecuteExecute Schedule Schedule & Track& Track
Plans &Estimates
27. Schedules28. Progress Review and Control
√
√
Between 60 to 70 percent of project effort and time is spent in this stage.Between 60 to 70 percent of project Between 60 to 70 percent of project effort and time is spent in this stage.effort and time is spent in this stage.
© 1995 Center for Project Management® Rev: December 8, 200328
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Project Process Architecture™Project Process Architecture™
ImplementImplement CompletedCompletedProjectProject
Schedule & Track
29. Project Implementation and Closure30. Process Assessment
√
© 1995 Center for Project Management® Rev: December 8, 200329
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Project Process Architecture™Project Process Architecture™
OperationOperation ProductionProductionCompleted Project
31. Value-to-Business Assessment √
33. Current System Retirement√
32. Operations Metrics√
© 1995 Center for Project Management® Rev: December 8, 200330
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My organization uses a robust wellMy organization uses a robust well--defined processdefined processto manage its projects.to manage its projects.
Routinely Most Often Often Sometimes RarelyRoutinely Most Often Often Sometimes Rarely11 22 33 44 55
14%
227%
334%
423%
512%
Data was collected at the SF-PMI May 2003 Regional Conference. Data was collected at the SFData was collected at the SF--PMI May 2003 Regional Conference. PMI May 2003 Regional Conference.
© 1995 Center for Project Management® Rev: December 8, 200331
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Sin 6: Not Monitoring the Vital Signs Sin 6: Not Monitoring the Vital Signs
George GlaserGeorge Glaser
% Complete = FantasyFantasy
Gopal KapurGopal Kapur
% Complete = Fantasy
Lie
Percent Complete is Insidious.Percent Complete is Insidious.Percent Complete is Insidious.
© 1995 Center for Project Management® Rev: December 8, 200332
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Project Vital SignsProject Vital Signs1. Strategy Alignment2. Customer Buy-In3. Technology Viability4. Sponsor’s Commitment and Time5. Value-To-Business6. Vendor Viability7. Disposition of the Team8. Status of the Critical Path9. Milestone Hit Rate10. Deliverables Hit Rate11. Issues12. Actual Cost vs. Estimated Cost13. Actual Res. vs. Planned Res. 14. High Probability, High Impact Risk Events15. Overtime Usage
© 1995 Center for Project Management® Rev: December 8, 200333
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Vital Signs Vital Signs –– Report Card (Example)Report Card (Example)
Vital Signs Deviation Value
Status of the Critical Path (Gap)Weekly
<10% 10% - 20%
>20%
0 Green 1 Yellow 2 Red
Milestone Hit Rate (Gap)Weekly
<10% 10% - 20%
>20%
0 Green 1 Yellow 2 Red
Cost-To-Date Variance (Gap)Monthly
<10% 10% - 20%
>20%
0 Green 2 Yellow 4 Red
IssuesWeekly
No Issues Issues < Del Issues > Del
0 Green 1 Yellow 2 Red
© 1995 Center for Project Management® Rev: December 8, 200334
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Vital Signs AssessmentVital Signs Assessment
All is well Run Away Condition
Shut Down Condition
A White Paper on the subject is available through the Center’s web site: www.center4pm.com
A White Paper on the subject is available through the A White Paper on the subject is available through the Center’s web site: Center’s web site: www.center4pm.comwww.center4pm.com
© 1995 Center for Project Management® Rev: December 8, 200335
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12% 2
14%
321%
431%
532%
Data was collected at the SF-PMI May 2003 Regional Conference. Data was collected at the SFData was collected at the SF--PMI May 2003 Regional Conference. PMI May 2003 Regional Conference.
Routinely Most Often Often Sometimes RarelyRoutinely Most Often Often Sometimes Rarely11 22 33 44 55
Our project managers monitor a set of wellOur project managers monitor a set of well--defined Vital Signs defined Vital Signs of their projects.of their projects.
© 1995 Center for Project Management® Rev: December 8, 200336
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Vital Sings Vital Sings -- Benefits Benefits
A major consumer goods company was able to negotiate a reduction of $45 million in fees from three vendors by diligently tracking the vital signs of 40 projects.A number of Center’s clients have put in place a well defined process to identify and cancel troubled projects. http://www.center4pm.com/ProjectHALTt.pdf
© 1995 Center for Project Management® Rev: December 8, 200337
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Sin 7: Sin 7: Absence of a Comprehensive Project Absence of a Comprehensive Project PortfolioPortfolio
CEO Concerns:CEO Concerns:How much are we spending on How much are we spending on projects?projects?Do the right projects get approved?Do the right projects get approved?How many projects are being executed?How many projects are being executed?What is the status of the various What is the status of the various projects?projects?What is the total project capacity of the What is the total project capacity of the organization? organization?
© 1995 Center for Project Management® Rev: December 8, 200338
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Project Portfolio DashboardProject Portfolio Dashboard
Capacity
Operations
Suspended
Canceled
Demand
SG2
ExpirationDate
Launch
Plan & Estimate
JeopardyOn target Lagging
SG3
I
IIIIV
II
Execute
Development
SG4
I
IIIIV
II
Implement
Deployment
SG5
Idea
Request
Approved
In Progress
Charter
Pre-Launch
ExpirationDate
SG1
SG Stage Gate
© 1995 Center for Project Management® Rev: December 8, 200339
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Portfolio AlertsPortfolio Alerts
Unaligned ProjectLow Customer Buy-inSchedule OverrunBudget OverspendResource Under AllocationShutdown ConditionPortfolio Stress
© 1995 Center for Project Management® Rev: December 8, 200340
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My organization has a wellMy organization has a well--structured project portfolio.structured project portfolio.
130%
270%
Data was collected at the PMI-ISSG June 2003, San Antonio, TX. Data was collected at the PMIData was collected at the PMI--ISSG June 2003, San Antonio, TX. ISSG June 2003, San Antonio, TX.
Routinely Most Often Often Sometimes RarelyRoutinely Most Often Often Sometimes Rarely11 22 33 44 55
© 1995 Center for Project Management® Rev: December 8, 200341
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Elements of Project SuccessElements of Project Success
SoundPM
Process
SolidSponsorship
SkilledPM
VitalSigns
PortfolioManagement
Filter H-B Ideas
DueDiligence
Project Success
© 1995 Center for Project Management® Rev: December 8, 200342
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Most projects eventually get done, but:Most projects eventually get done, but:–– Not in the right sequenceNot in the right sequence–– Not by the right peopleNot by the right people–– Not in the right detailNot in the right detail–– Not by the right timeNot by the right time–– Not at the right costNot at the right cost
Absence of a Disciplined PM ProcessAbsence of a Disciplined PM Process
Please, let me live...
Sponsor
Results:Results:–– High “body count”High “body count”
PM
© 1995 Center for Project Management® Rev: December 8, 200343
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References
How to Manage a Portfolio of ProjectsHow to Manage a Portfolio of ProjectsCIO Insight, January 1, 2003CIO Insight, January 1, 2003
http://www.cioinsight.com/article2/0,3959,841098,00.asphttp://www.cioinsight.com/article2/0,3959,841098,00.asp
How to Kill a Troubled ProjectHow to Kill a Troubled ProjectCIO Insight, September 1, 2001CIO Insight, September 1, 2001
http://www.cioinsight.com/article2/0,3959,16486,00.asphttp://www.cioinsight.com/article2/0,3959,16486,00.asp
© 1995 Center for Project Management® Rev: December 8, 200344
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Center for Project ManagementCenter for Project Management™™
Services– ProjectSCAN™– ProjectHALT™– Executive Briefings– Seminars and Workshop– Consulting and Mentoring Services– Tools and Templates– White Papers– Project Manager Certification Program– Train-the-Trainer Program– Best Practices Development and Deployment
Contact Raj Kapur, VP Sales at 800-510-1535, Ext. 11 [email protected]
Contact Raj Kapur, VP Sales at 800Contact Raj Kapur, VP Sales at 800--510510--1535, Ext. 11 1535, Ext. 11 [email protected]@center4pm.com