project expansion greg willis

8/11/2019 Project Expansion Greg Willis

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Project Expansion:

Planning, Implementing, and Managingfor Success

Presented by :

US DOL/ETA

Division of Youth Services


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Planning for Success

System implementation projects, in general, experiencelow success rates:

28% of projects meet full success

49% of projects are fully completed, but over budget, over

schedule and lack full scope of planned functionality

23% of projects experience complete failure or are cancelled [1]

Undoubtedly offender-focused programs have even

higher failure rates.

[1]Extreme Chaos, 2000. The Standish Group


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The key contributing factors to implementation failurereported were:

Lack of planningunclear vision, goals and approach, not

aligned with vendor/service provider incentives, schedules, other

program priorities and other resource responsibilities.

Incomplete, unclear and/or changing requirements.

Lack of executive/community support and commitment.

Lack of resources dedicated to the project (staff, time, money,

participant involvement, project management and IT support)


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Other contributing factors to implementation failure are: Unrealistic expectations for what can be accomplished and how

quickly it can occur.

Believing the vendor/service provider will assume responsibility

for all tasks

Hoping the vendor/service provider will fix your operational andpersonnel problems

Fear of change

Fear of technology


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Expansion Workshop Goals

Keep you on the right side ofthese statistics

Help you think through

project expansion planningand implementation

decisions

Understand the options

Understand the risks

Position you for

implementation success


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The Project Expansion Process

Envisioning Evaluating Implementing Stabilizing

& Enhancing

SelectingBuilding

Commitment


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The Project Expansion Process

Envisioning Evaluating Implementing Stabilizing

& Enhancing

SelectingBuilding

Commitment


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Implementation PlanningSteps for Success

Establish an Effective Implementation Team Finalize Project Goals & Priorities

Establish Implementation Strategies and Scope

Develop the Implementation Plan with aRealistic Timeline

Emphasize Communication

Establish Benchmarks to

Measure Project Success

S


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Step 1 - Implementation TeamKey Participants

Skilled &Knowledgeable Project

Director

Community Leadership

Local system

Representation

JJS, WFD, PSD, etc.

Network/Technical

Analyst

Trainer


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Step 2: Finalize Project Goals & Priorities

What is the vision for the project?

What is needed to help the project achieve?

Sustained quality of service for program participants

Ease of expansion and program integration intoexisting youth service network

Controlled costs

Higher ROI

Other ?

Which program features &

functions support these

goals?


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Some Causes of Scope Creep

When we suddenly realize that our projects scope hasexpanded far beyond its initial boundaries

when we have that how-did-we-ever-get-here feeling

were experiencing the downside of scope creep.

Preventing scope creep starts with understanding how it

happens.


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Scope Creeping

More common sources of scope creep. The unknown

Projects are ventures into unknown territory. Sometimes we

underestimate the complexity of the problem we've tackled.

Perfectionism

We sometimes forget that good enough is good enough.

Placating conflict

We'll do almost anything to avoid dealing with conflict directly.

We'll even expand project scope to satisfy all conflicting parties.

When we placate conflict, we run the risk of creating a project

that nobody can execute.


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Scope Creeping

Assimilation To secure resources, programs sometimes seek partnerships

based on a seemingly "natural fit" or for purposes of

"efficiencies." But consolidation isn't free, and the efficiencies are

often illusory.

Career advancement

By commandeering more resources, the leaders of a project can

enhance their organizational power. Senior managers must learn

to recognize these tactics, and approve scope expansions only

on the basis of sound management principles.


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Scope Creeping

The union of all misunderstandings If scope isn't clearly defined at the outset, misunderstandings

result. When that happens, to preserve consensus that the project

should continue, we might have to expand the project scope to

include the union of all initial understandings. Making things

painfully clear at the outset is worth the effort.

The Donald Crowhurst effect

Donald Crowhurst was a participant in the 1968 round the world

single-handed sailing race sponsored by the London Sunday

Times. As described in a 1970 book by Nicholas Tomalin and Ron

Hall, his life pattern was to tackle ever-larger projects, concealing a

pattern of failure. Like Donald Crowhurst, some projects expand

their scope to avoid acknowledging failure. Failure or restart must

be realistic options for any project manager.

St 3 E t bli h I l t ti St t


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Step 3: Establish Implementation Strategy

& Scope

Phased vs. Big Bang Implementation Incremental functionality vs. full system implementation

Phased participant services vs. immediate full

implementation

Communication Strategy

Go-Live Date Constraints &

Planning

I l t ti St t & S


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Implementation Strategy & ScopePhased vs. Big Bang Implementation

Incremental vs. Full System FunctionalityDo we want/need all functions/services available Day

One?

Can we absorb that level of change at one time?

Can we take on that level of implementation work at onetime?

If not:

Based on the priorities of project goals

Based on the time and resources that can be allocated What functions do we want/need immediately?

In what sequence should we add the other functions?

Over what period of time?

Implementation Strateg & Scope


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Implementation Strategy & ScopeExample - Incremental Functionality

Establish Facility location

Satisfy logistical requirements

For program, staff, and participants

Staffing in Proportion to participants served

Provide minimum hardware/software and training material

requirements

Staggered enrollments based on growing program capacity

Community-based roll-outSignage

Hosted Events

I l t ti St t & S


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Phased Program Services vs. Immediate Full Implementation

Will we be ready for everyone to Go Live at the same

time?

Can we absorb that level of change at one time?

Can we support everyone on Day One?

If not: Who/what areas should go first?

What impacts will this mix have on the overall design of and delivery of

program components? In what sequence should we add program components, staff,

participants?

Over what period of time?

Implementation Strategy & ScopePhased vs. Big Bang Implementation

I l t ti St t & S


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Program Cross-over/Coverage Participants

Sites

Programs

Teams Case Management

Support staff

Technical Support

Maintenance of Mixed Program Elements Labor

Distance between sites

Cohesiveness and consistency of services

Implementation Strategy & ScopePhased Participant Considerations

I l t ti St t & S


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Implementation Strategy & ScopeCommunications Strategy & Approach

ExternalPromotional

Community Reaction

InternalEmployee Reaction

Job loss

Role change Technical challenges

Stakeholders

I l t ti St t & S


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Implementation Strategy & ScopeImplementation Date

When is the best time toimplement?

Are there key resourceconstraints?

Are there any other program

activities to plan around?

Step 4: Develop the Implementation Plan


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Step 4: Develop the Implementation Plan

with a Realistic Timeline

What specific tasks need to be

done?

By whom?

When?

How long will all this take to

complete?

Based on the goals and strategies set for the program expansion project:

D l i h I l i Pl


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Developing the Implementation Plan

Conduct Vendor/Service Provider Planning Meetings

Communicate programvision, goals, strategies &approaches

Establish overall projectstructure & parameters Contacts

Escalation

Build relationships

Confirm requirements

Establish agreement on: Tasks

Roles and responsibilities

Time requirements



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Facilities/Support xxxx

xxxx

xxxx

Staff

xxxx

xxxx

Program

xxxx

xxxx

xxxx

Other Considerations

Developing the Implementation PlanConfirming Requirements



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Workflow Design/Confirmation Policy & Procedure Changes

Job Changes

Program Design & ConfigurationReport Design/Project Forecasting

Facilities/Support

Training NeedsProject team

Participant

Developing the Implementation PlanDefining the Detailed Tasks & Responsibilities

D l i th I l t ti Pl


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Go-Live Planning

Staff schedules

Support

Dress rehearsalGo/No Go decision

Flipping the Switch

Celebration Stabilization

Developing the Implementation PlanDefining the Detailed Tasks & Responsibilities



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Milestones Tasks

Dependencies

Responsibilities

Vendor/Service Providers

Program

Individual

Time requirements

Developing the Implementation PlanDocumenting the Plan



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Bottom Up EstimationLet the tasks & resources drive the

timeline OR

Provide the resources to support

the tasks for the timelineRemember Schedule

Constraints

Set a Go-Live that is

Achievable

Communicate It

Developing the Implementation PlanSetting a Realistic Timeline


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Managing Risks

What is Risk?

A risk is something that may happen and if it does, will have an

adverse impact on the project.

A few points here; "that may happen" implies a probability of less

then 100%. If it has a probability of 100% - in other words it will

happen - it is an issue.

A risk must also have a probability something above 0%. It must bea chance to happen or it is not a risk.


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Risk?

The second thing to consider from the definition is "willhave an adverse impact".

If it will not have an adverse impact, it is not a risk.

Suppose we said a risk was that we would find theproject less complicated than we thought, and could

finish early.

Unless finishing early has an adverse effect on theproject, it is not a risk.


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The Risk Management Plan

There are four stages to risk management. They are:

Risk Identification

Risks Quantification

Risk Response

Risk Monitoring and Control


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Risk Identification

In this stage, we identify and name the risks. The best

approach is pull together key players, partnerships, etc.,

to help carry out this identification.

There are different sorts of risks and we need to decide

on a project by project basis what to do about each type.

Business risks

Generic risks


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Defining Risk

Risks should be defined in two parts.The first is the cause of the situation (Vendor not meeting deadline,

Business users not available, etc.).

The second part is the impact (Budget will be exceeded, Milestones

not achieved, etc.).

Hence a risk might be defined as "The vendor not meeting deadline

will mean that budget will be exceeded".

If this format is used, it is easy to remove duplicates, and

understand the risk.

Risk Quantification


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Risk Quantification

Risk need to be quantified in two dimensions. The impact of the risk needs to be assessed.

The probability of the risk occurring needs to be

assessed. For simplicity,

rate each on a 1 to 4 scale.

The larger the number, the larger the impact or

probability.

By using a matrix, a priority can be established.


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Risk Probability Matrix

_________________4 | | |

3 | Med | Critical |

________________

Probability 2 | | |1 | Low | High |

_________________1 2 3 4

Impact

Note that if probability is high, and impact is low, it is a Medium risk.

On the other hand if impact is high, and probability low, it is Highpriority. A remote chance of a catastrophe warrants more attention

than a high chance of a hiccup.


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Risk Response

There are four things you can do about a risk. The strategies are:

Avoid the risk.Do something to remove it. Use a different

vendor/service provider for example.

Transfer the risk.Make someone else responsible. Perhaps a

Vendor can be made responsible for a particularly risky part of theproject.

Mitigate the risk.Take actions to lessen the impact or chance of

the risk occurring. If the risk relates to availability of resources, draw

up an agreement and get sign-off for the resource to be available.

Accept the risk.The risk might be so small the effort to do

anything is not worth while.

C


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Rick Control

A risk response plan should include the strategy andaction items to address the strategy. The actions should

include what needs to be done, who is doing it, and

when it should be completed.

The final step is to continually monitor risks to

identify any change in the status, or if they turn into an

issue. It is best to hold regular risk reviews to identify

actions outstanding, risk probability and impact, removerisks that have passed, and identify new risks.

Ri k M I S


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Risk Management In Summary

Risk management is not a complex task. If you follow the

four steps, you can put together a risk management plan

for a project in a short space of time.

Without a plan, the success of the project, and the

reputation of your program are on the line. Follow these

steps and you will increase your chances of success.

St 5 E h i C i ti


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Step 5: Emphasize Communication

Ease concerns

Job security Technical learning

support

Tell them what to

expect & when

Internal CommunicationEnlist full support

E h i C i ti


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Emphasize Communication

Community CommunicationTell them what you are doing & why

Provide consistent answers to

questions & concerns

Keep them informed on progress

Communicate enthusiasm &

confidence

Include them in program success

celebrations

Step 6: Establish Benchmarks to


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Step 6: Establish Benchmarks toMeasure Project Success

Measurements based upon goals

Participation

Literacy and Numeracy Gains:

Literacy

Numeracy

Long-term Placement

Recidivism

Individually stated goals

?

Pl i f S


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Good

implementation

planning leads

to..

SU ESS

Th k Y f P ti i ti


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Thank You for Participating

For more information, contact:

US DOL at:Richard Morris

Sherry West

LaSharn Youngblood

Technical Assistance at:Abt Associates

project expansion greg willis

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