managing projects that are destined to fail
DESCRIPTION
Managing Projects that are Destined to Fail . Lena Salim, PMP, Prince 2, PSM. About Me. Where I got my theories from ? PMP Prince 2 PSM MBIS ( Australian Nat Univ ) Managed projects ? Current status : Ready for the next challenge!. Agenda. Welcome drinks & nibbles - PowerPoint PPT PresentationTRANSCRIPT
Managing Projects that are Destined to Fail
Lena Salim, PMP, Prince 2, PSM
About Me
• Where I got my theories from?1. PMP2. Prince 23. PSM4. MBIS (Australian Nat Univ)5. Managed projects?
• Current status: Ready for the next challenge!
Agenda
• Welcome drinks & nibbles• Interactive discussions• PM Tool demo from Roll• Question & Answers
Definition of Fail
• What is a failing project?1. Objective data: cost, time, scope, quality2. Subjective data: atmosphere
• Case Study: ASB Classic
Definition of Fail
• Who actually has the power to define the destiny of a project?
• Always know your power & rights!1. Whats your kpi?2. Whats your level of authority?3. What if point 1 & 2 dont match?
Lets see….. What we can do?
Step 1: Look at the Project Plan
• Project Plan (Estimation Based) :1. Scope, Schedule, Budget2. Quality, HR, Communication, Risk, Procurement
• Any missing info?• Case Study: 2 Existing project plans What
does this mean?
Step 2: Existing Project KPI
• Easy kpi: – % completion [calculate velocity]– Vs. Remaining scope, budget and time
• Advanced kpi- EVM (spi, cpi, BAC)• ASB Classic: no kpi. Look into PM Tools (Task
tracking, time tracking), incurred bills, etc
Step 3: Stop Existing Damage
• Find the leaks, mend it • What happenned in the past is not your fault
(e.g. damaged floor, chairs)• Make sure others know this• ASB Classic:
– no kpi, – no communication plan, – no integration point, – unclear roles & responsilibilities– 15+ remote stakeholders dumped into 1 email
thread!!
Step 4: Create a New Plan
• Extra $$$, time, resources• New team rules• Adjustment in scope & quality plan• ASB Classic:– Lean equipment– No more helping others out– Regular communication, clear expectations, create
sub threads
Step 5: Image Repair
• Anounce the changes underway• ASB Classic:– Call each stakeholder (client & stakeholder)– Introduce myself, personal touch– Hold a formal meeting (internal team)– Let them know the new plan, only the bits that
will effect them
Step 6: Monitoring & Controlling
• Keep track on:– What? ongoing tasks– Who? Person in charge– Caution! blockers
• ASB Classic:– Danny struggles with stake holders– Alan struggles with workloads
Step 7: Remove impediments
• Set up a meeting with Subject Matter Experts• Add resources• Re-prioritize tasks (put a task on hold)• ASB Classic:– Take over their tasks– Coaching– Find Interns