tonight's program - pmi maine chapter...bod q1 work • event set up and/or clean up • event...
TRANSCRIPT
Tonight's Program
Lessons Learned LDennis Carnignan, PMP
April 17, 2017
Locating talent for Maine based companies from
across the street and across the country since 1994!
www.psicareers.com
Thank you for letting us use your
facility tonight at no cost to the
PMI Maine Chapter!
Position Board Member
President Barb Truitt
Past President Patrick Quinn
Secretary Marty Milot
Director of Programs & Sponsors Phil Arena
Director of Membership John Holland
Treasurer Doug Wilson
Director of Marketing Steve MacIsaac
Director of Technology John Branscombe
Director of Education Melinda Barnes
Director at Large Venkatesh Joshi
Your PMI Maine Board of Directors
• Grow new membership
– Extend participation into the Augusta & Bangor areas• Heat Map by Zip code, ID venues, Discussing frequency of
meetings
• Retain & Engage Members: 400 by Year End
– Improve communication • e-Newsletter starting back up – 4/2/18 1st edition
• Social media opportunities – Identified & planning with Sergei’s help
• Social events – Discussions with other chapters. Will reach out to membership by survey
– Virtual meeting locations – researching best options
– Volunteer opportunities – Identified & asking
BOD Q1 Work
• Event Set up and/or clean up
• Event Registration
• eNewsletter Item (short article, poem, joke, story, spotlight, picture, article you read etc.)
• Present idea to the BOD or the membership
• Event Planning
• Surveys
• Website help
• Marketing
• PDD planning
• Photography
• Social Media support
• Determine Door prizes
• Design signs
• Be a greeter
• Networking facilitator
• Data analysis (surveys, membership, etc)
• Benchmark with other Chapters
• Work with a BOD member
Professional Growth
Skill Building & Sharing
PDUs
Upcoming Events
Date Topic Speaker
May
Agility: 3 Different
Perspectives…Part II(Requested repeat by
attendees)
Miljan Bajic
John Houser
Phil Arena
June
September Working on a Brewery Tour
Chapter Growth
• New Members since 3/15• Elizabeth Klausner
• Jeff Douglas
• Heidi Shingleton
• Cheryl Norton
• Anne Reese
• Dean Martin
• Scott Sloan
• Peter Gagne
• Aaron Joyal
• Nichole Sukeforth
• Mary Clews
• James Barbour
• Cindy Nesbit
• Suzanne Johnson
• Nancy Miller
• Certifications since 2/15
– Debra Arrington, PMP
– Meghan Darlinton, PMP
– Jeff Douglas, PMP
– Deborah Duffy, PMI-ACP
– Benjamin Hall, PMP
– Timothy Killiard, PMP
– Angela Lawton, PMP
– Cheryl Norton, PMP
– Schelene Shevchenko, PMP
– Kelly Wach, PMP
– Dianne White, PMP
Members Renewed since 3/15/18
THANK YOU !
• Carol Boden
• Robert McGowan
• Leigh Wilkinson
• Bruce McIntyre
• John Zastrow
• Darrel Speed
• Gordon Autry
• Jacob Bickham
• Shawn Hennessy
• John Snowden
• Kathy McLain
• J Dansereau
• Sharon Bradbury
• Roberta Bryer-King
• Vishal Verma
• Belinda Marston
• Paula Weber
Ideas/Comments/Suggestions ?
Contact any of our Board of Directors
listed at the bottom of the PMI Maine
website
www.pmimaine.org
We truly want to hear form you.
This is your chapter, let’s make it a fun
and educational one!!
Lessons Learned
Dennis Carignan
New England Services Organization
207 5905669
Experience
• Forty years project management experience
• Federal Procurement
• Banking
• Manufacturing
• Training
• Teaching• Armed Forces Institute of Technology – Sys Acquisition
• Maine Maritime Academy – Econ – Communications
• UNE Continuing Ed. – Project Management
• General Dynamics – Project Management
Lessons Learned
• Four projects
• Two large – real estate & manufacturing
• Two Small – banking
• Four aspects
• Background
• Process
• Issues
• Lessons learned
• Which PMI processes do they impact?
• What else?
Ritz Carlton Towers
• Location: Boston Mass
• Developer:
• Millennium Partners/MDA
– 75 Arlington St., Boston, MA 02116
• Uses:
– Hotel: 193 Luxury Apartments
– Retail: 50,000 sq. Ft.
– Residential: 304 Luxury Condos -63 extended stay apartments
– Entertainment: 19 Screen Loews Theatre
– Recreation: 100,000 sq. ft. sports fitness center
– Parking: 1100 spaces
– Acreage: 2 acres – urban
• Total cost: $515 million
Lessons Learned
• Strong relationships with city officials, contractors and other stakeholders are vital
• Quality development results from a singular vision which is communicated through the best team possible
• Developers need strong project managers to control the process, especially during construction phase
• Project managers need to know what’s going on within an organization – two way communications
Ritz Carlton Towers
Ritz Carlton Towers
Lessons Learned (cont.)
• A good precedent and past success helps to sell the vision internally
• Sell community lifestyle rather than baths and kitchens. The concept of Ritz was perceived well before prospects viewed the units
• As market conditions change, respond accordingly and be able to re-negotiate with finance partners.
Bath Iron Works
Has built over 200 ships in the last 200 years.
Navy ships are their bread and butter
1970’s/ 1980’s – building Frigates and Cruisers with 12,000
people
1990’s/ 2000’s – building Arleigh Burke & Zumwalt Class
Destroyers with 7,000 people
Bath Iron Works Story
History• 1980’s: Merged with Congoleum
(in the 1970’s) and was subject to a major leveraged buyout by Prudential and other insurers
– No shipbuilding experience
– Company stayed over cost and behind schedule
– Competitors threatened
• 1990’s General Dynamics Buys Company
– Allows independent operation subject to criteria
– Encourages structure
– Makes major investment in efficiency
CG 60 Ticonderoga Class Guided Missile Cruiser
Bath Iron Works Story
• In re-making the company several issues evolved:– Lack of long term strategic
plan
– Smaller supporting efforts were failing as the company operated in a silo environment
– Focus was on tried and true shipbuilding methods
– Shipbuilding process was outdated
– Navy saw company as non-responsive to its customer
DDG 51 Arleigh Burke Class
DDG 1000 Zumwalt Class
Bath Iron Works Story
• Emergent Strategy;– Broaden sales opportunities
– Implement continuous process improvement
– Focus on profit making efforts
• Resultant Program– Capture Planning Yard for
DDG’s
– Consolidate and revise approach to production
– Use project management to re-make all processes
Ultrahall Unit assembly -2007
Bath Iron Works StoryProduction processes makeover
• Train 350 Production Supervisors in PM – Tradesmen do analysis
– Implement on land level platform
– 18 month to 2 year cycle
• PM plan– Mini charter – Concept, $, Time
– Spaghetti map
– Identify savings – cost/benefit
– Reward success –• Days off
• Cookouts served by directors
• Recognition
Every production process
made over
Bath Iron Works Story
• Lessons Learned:
– Think outside the box for markets
– Invest to modernize
– Build process improvements from the bottom up
– Adopt successful approaches
– Integrate efforts of departments
– Acknowledge results
– Iterate projects to achieve continuous improvement
Land Level Shipbuilding
Bath Iron Works Story
Process is alive and well at BIW
5,800 Employees Ideas
3,840 Process improvements
Continuous process
Improvement has become
Part of the company culture
Peoples Heritage Bank
Maine Bank
• History: – 1869 Penobscot Savings –
Bangor
– 1985 – became Peoples Heritage Savings Bank
– 2002 – Bought out by Bank North
– 2008 – Became TD Bank North
• 1988 – Largest “Maine” bank in state– Operating costs $ 500,000 over
budget –June 1988
– Wanted a cost accounting system
Main Office 1988
Peoples Heritage Bank
Challenges
• Organization boundaries blurry
• Lots of data
• Some GL accounts needed to
be allocated
• Branches dependent on front
office
• No IT group
• Limited budget
Peoples Heritage Bank
• Strong support from CEO, VP Finance, Controller
• Bank wide communication forums existed
• Mainframe GL accounting included a cost accounting module
• PM responsible for Accounts Payable and Fed Reserve
Reporting
• Advantages
Peoples Heritage Bank
• Process
– Purchased off line laptop (download/upload)
– Individual cost center manager interviews
– Monthly branch manager meetings
– Profit and Loss for each cost center (Dept’s & Branches)
– Modeled allocations after fed reserve data
Peoples Heritage Bank
• Lessons Learned
– Empower people and process
– Broadcast to train (where, when, why and how)
– Use existing infrastructure
– Look for collateral opportunities
– Simplify for sustainability
– Recognize success
Small Local bank
Automate Commercial Loans
• Could not complete projects
– needed to automate commercial loans
– no project management expertise
– no internal development IT resources
– resources wasted on failed projects
• Charter work done
– benchmarked other banks
– purchase off the shelf module (cots)
– hire a project facilitator
– needed within six months
Automate Commercial Loans
Benefits desired
• more consistent process
• reduction of manual labor
• better data for market
analysis
Situation
• 15 part time resources
• some tools available
• project champions
empowered
• project team “gun shy”
• 3 organizations in 3 different
states involved (20 to 30
people)
– Bank people
– Software vender
– Subcontractor (dynamic documents)
Automate Commercial Loans
• Plan
– Use select people involved commercial loans to do project
– COTS vendor drives schedule
– Weekly progress meetings over phone/internet link
– Develop a PM architecture and train team
– Link MS Project 13 to Outlook thru SharePoint for schedule
– Integrate efforts of bank personnel, cots vendor and subcontractor.
– Use automated tasking through Outlook
– Mirror data repository to WBS
– Department head sign offs at critical milestones
Automate Commercial Loans
• Level III WBS Tasks– Project initiation
– Project Analysis Phase
– Data Gathering / System Configuration
– Document Review & Approval
– FIS Receipt of Documentation & Beginning of Coding
– Training
– FIS Requirements Completion
– System Integration & Test
– User Acceptance Tests
– Implementation/Introduction to Client Services
– Project Closeout
– Project completion
• Project Tasking sent by e-mail/statused by e-mail – automatically linked to Project
• Status reports used directly from Project
File Directory in SharePoint
Automate Commercial Loans
• Lessons Learned
– Penetrate organization
– Create PM architecture (WBS) & train team
– Work process over PM process
– Analyze trend data to anticipate problems
• Corrective action “face to face” - training
– Intervene and elevate problems
– Department head sign off
– Analyze schedule (Trade time for quality)
– Off site initialization
Applying Lessons Learned
• We have talked about 28 lessons – Now we will break up into four groups – by the cases we looked at
– Each group will:• Write each lesson number on the correct color sticker
• Identify where in the PM most important processes the lessons learned would impact their project
• Then place a sticker on the blank chart at the intersection of the “Step” and “Knowledge Area” it impacts.
Orange = Ritz Green = BIW
Yellow = Peoples Heritage Pink = Small local bank
Each group has two extra stickers for each color where steps/knowledge areas may overlap.
Finally, write on the blank chart one or more of the lessons learned they have discovered while doing a project.
• Then let’s see if we learn anything.
Six Ways to End a Project Which way have your Projects Ended ?
1. Declare the project a failure and identify why
2. Suggest that the objectives have changed so much that the project
should be started over
3. Recommend that the project be tabled, and identify what must change
before the project can be reactivated
4. Declare the project successfully completed, except for specific tasks, or
particular objectives not met. Identify steps needed to complete tasks.
5. Declare the project successfully completed & demonstrate that the
objectives have been fully met
6. Complete project documentation, declare the project to be completed,
and participate in the project evaluation