Project Assessment and Troubled Project Recovery - Free

In the beginning was THE PLAN. And then came The Assumptions.
And The Plan was without substance. And The Assumptions were without form. And darkness was upon the face of the Workers. And they spoke among themselves, saying, 'It is a crock of s--t, it stinks.' And the workers went unto their Supervisors, and said, 'It is a pail of dung, and none may abide the odour thereof.' And the Supervisors went unto their Managers, saying 'It is a container of excrement, and it is very strong, such that none may abide it.' And the Managers went unto their Directors, saying, 'It is a vessel of fertiliser, and none may abide its strength.' And the Directors spoke among themselves saying one to another, 'It contains that which aids plant growth, and it is very strong.' And the Directors went to the Vice-Presidents, saying unto them, 'It promotes growth, and it is very powerful.' And the Vice-Presidents went to the President, saying unto him, 'This new plan will actively promote the growth and vigour of the company, with powerful effects.' And the President looked upon The Plan, and saw that it was good. And The Plan became policy. And that is how S--t happens.
Slip: Being first at the bar Float: Remaining Beer kitty Milestone: Paul buys a round
Results are promising : Turned power on and no smoke detected -- this time... Elements will be phased in Good, gradually as butperhaps a the software little more matures: detail here ? It's late!
Ass Simon Harris, PMP, CGEIT, IPMA-D, P2RP
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Essentially complete: It's half done. We predict... : We hope to God! Serious but not insurmountable problems. : It'll take a miracle... Basic agreement has been reached. : The @##$%%'s won't even talk to us.
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Free Version
Licensed for individual use without fee. A commercial license (License@logicalmodel.net) removes this note: Please report unlicensed commercial use & share in fees levied
A complete, FREE training course in our project skills series! For FREE when used for personal, individual development!!
No catches everything needed is within this file
If you want to use this intellectual property as a commercial offering thats fine too as long as you cut me in I dont want much
Pre-arranged commercial use removes this notice, gives you animated slides that build procedures step-by-step, also step-by-step exercise files, instructor notes, suggested time-line for delivery and support
For non pre-arranged commercial use (IE where you charge a fee) I hereby offer you a contract to use this materials, without prior notice in a commercial context at 1,000 per day or per copy which ever is the greater (thats an offer and notice of consideration, use will constitute acceptance and forms contract) as soon as I become aware of use I will start proceedings to collect fees due If in doubt Ask
If you are in a commercial context (you paid something) and are reading this then I didnt get a cut. Let me know and Ill split what I recover with you
If, as you use these materials and think some instructor led help, or some implementation consultancy would speed and increase your return on investment then please contact-us
Logical Model Ltd 2011 Logical Model Ltd consult@logicalmodel.net
Logical Model Ltd +44 84 52 57 57 07
Who Are Logical Model Ltd (LML)?

A niche consultancy that delivers training, mentoring and consulting services around control and governance of project based benefits realisation
LMLs purpose is to improve the project management state of the art through popularisation of what is commonsense (which I suggest is obvious after it is observed not necessarily is widely-known)
Consultancy & training in

Basic structured project management Tools and techniques for advanced project & programme management Leading complex projects Recovery of struggling projects Creating & running PMOs Project risk and quality management Using Earned Value Analysis Board briefings on project control & governance
Continued
Dimension Four Benefits Realisation Method training and consultancy PRINCE2 use in the real-world & PRINCE2 Exam preparation (but only if you
insist on exams. I believe they create the wrong focus & actually destroy PM value to a business)
Implementing IT Governance using the CobiT Framework Implementing Benefits Realisation & Lessons Learned processes
Ignorance is more expensive than education
Assessing, Diagnosing and Recovering Troubled Projects
Those who think education expensive have not yet realised what they pay daily for ignorance
Logical Model Lt 2011 Logical Model Ltd consult@logicalmodel.net
Course Contents
Introductions & Logistics Overview

Concepts, Definitions Assessment Methodology
The Good IPECC Summary (Avoiding Troubled Projects) Setup

Preparing For Assessment Business Case Re-evaluation Information Gathering Analysis & Diagnosis Proposal & Selection Audit Findings: Proposal & Selection
Conducting The Assessment

Implementation Recovery Actions Making Changes Stick Learning From Experience
Ways To Get The Project Wrong

No expedition leader
Following an incompetent leader
Climbing the wrong mountain Fallen off the mountain Sitting in base-camp waiting for a sunnier day
Or arguing about which mountain to climb
Setting off from base-camp in a blizzard All setting-off to climb different mountains
Or the same mountain by different routes
Tell me your business & market-place equivalents
Domestics8
Cheese
I had to do something to earn my current Cheese Having Cheese makes me happy The more important that my Cheese is to me the more I want to hold on to it Change happens: the faceless they will (re)move your old Cheese Noticing small changes in my Cheese helps me anticipate change in advance & adapt to big changes when they arrive Smell the Cheese often to check for small changes The world changes, my Cheese is moved: If I do not change I will become extinct I did things last week. I had Cheese last week. If I do things differently next week I may not have Cheese Thinking about not having Cheese makes me afraid Being afraid stops me doing things differently I have to ask myself What would I do if I were not afraid When I stop feeling afraid I start feeling good Imagining myself enjoying New Cheese is the first step leading me to it
Inspired by Who Moved My Cheese by Dr Spenser Johnson an excellent 45 minute read
Cheese
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Movement in a new direction helps me find New Cheese The sooner I let go of stale old Cheese the sooner I find New Cheese It is safer to search for New Cheese than remain in a Cheese-less state Old beliefs do not lead to New Cheese Beliefs only change when we believe that there is New Cheese to be discovered and enjoyed The new ideas in this or any course need conscious effort to be understood
Worse!, it takes much more effort to put them into use
Examine your Old Cheese for mould ((problems with current working) Imagine your self enjoying your New Cheese (benefits of new practices) Who needs to be involved, What actions, When & What is in it for them Discussing implementation challenges helps you prepare for action Gives comfort knowing others have been & are succeeding (and helps networking)
Consider the steps to move from one comfort zone to a new one Share your insights & FUD (fear uncertainty and doubt) in class
Promise yourself 1 action now, with a date. On your return to the office plan your intended Logical Model Ltd +44 84 52 57 57 07 achievements with a milestone each Friday till done
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Free Materials: My Assumption

11
A typical reader of these materials should have or be about to gain real-world experience of project diagnosis & recovery (Not necessarily as project manager) It is useful if readers are qualified at PMP, IPMA-D or -C or if a PRINCE2 practitioner if helps if have some actual project experience This isnt a basic level courses so assumes back-ground knowledge
If you are unsure of how (and why) to use the tools noted below then the set of free courses, of which this is a part, that cover all those skills are available at www.logicalmodel.net. You need them before tackling all of this one Basic courses tell you how to use, why to use etc This course assumes you know why and how to use techniques such as work-shops and tools such as white-boards and Product Breakdown Structure (PBS) and WBS outside a classroom, that you know what the critical path is, how to use float as a type of resource & appreciate the need for levelling and for humour and psychology & If you would like a quick overview of just the why to use these tools in reality then my white papers on the use of PBS/ WBS, Doing risk, Post-It planning and more can be found by search Simon Harris on the web-sites of the American Society for The Advancement of Project Management and PM Today
PRINCE2 is a trademark of the OGC in the UK and other countries and they demand their recognition with this note on everything bureaucracy!
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Free SMA Materials: My Assumption

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A typical sponsors of projects should probably reader of these materials too

You may have or may soon have real-world project responsibilities perhaps with little exposure to structured project control frameworks
Senior management awareness (SMA) materials suggest: What to look for in what your staff do for comfort they are doing it right The principles, vocabulary and structures they know and that will aid you share experience, define performance standards and delegate objectives If you want to know more about how (and why) to use the tools noted here-in other free courses covering relevant skills are available at on the web-site. You may benefit from one or some of them in parallel with this one If you would like a quick overview of just the why to use these tools in reality then my white papers on the use of PBS/ WBS, Doing risk, Post-It planning and more can be found by search simon harris on the web-sites of the American Society for The Advancement of Project Management and PM Today
PRINCE2 is a trademark of the OGC in the UK and other countries and they demand their recognition with this note on everything bureaucracy!
12
Who Are We All?

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Name, Role and Organisation: Telling others about yourself

Something about your current cheese
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Style
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2 Types of session (mostly alternate)

Input: explanation of tools and techniques
me you, Please interrupt and question as soon and whenever you need to
Use: exploration of meaning

Best if it is 90% you, debate and argue application, interpretation, variation This is the place to make mistakes and learn from them before they are significant
3 Types of Slide
The core message: Places where we dwell
Focus of what we need to cover to complete the course
Sign-post, objectives and summaries: Navigational elements to give context Reference, detail and expansion: Places we may flash-past (up to you to say if you wish to dwell longer)
Support what we are covering
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Feedback & Learning log

15
Events run successfully when they use controls effectively Our controls include your feedback
I try hard not to offend, bamboozle or bore you, but I also try hard to give striking examples, jolt your current thinking and hold-up a mirror When you have feedback advise me in whatever way is comfortable for you so I can act
EG: Comment, in person in class/ at a break/ at the end of day or Add a note to one of the Ground-Rules flip-charts or Blu-tac a note or stick a Post-it to the back of the training room door
While comments on the end of event form are always welcomed and acted upon they are too late to make the event better for you
If I dont know its unlikely I will fix it, If I do know I can at least try Eg Course pace, Topic depth, Time given each topic, Heating/ lighting, Exercises & debrief, Anecdotes & jokes, Catering or parking, Course notes and pens, etc etc etc without limit Notes:
15
Learning Log
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Notes of ideas and actions from the course What Result: What Actions: By Who & When: What Result: What Actions: By Who & When: What Result: What Actions: By Who & When: What Result: What Actions: By Who & When:
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Overview Concepts, Definitions & Assessment Methodology
17
Next
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Fixing the Troubled Project Trouble Defined Degree: Incompetence or Negligence 4 Sources of Trouble
Change Management Technical Capability Politics
Change The People Or Change The People Learning Types Summary Reflection
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Fixing the Troubled Project

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No such thing as bad whether

Just wrong cloths
A troubled project is one being run to an unrealistic plan

A realistic plan may show the project has no business case Conclusion cancel Reality may be that the plan must contain high levels of uncertainty Compare uncertainty to risk appetite and be ready to cancel
Assessment is thus about creating a realistic plan

Then deciding if the project is attractive enough to continue with Recovery is about implementing to plan & refining & extending the plan
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Case Study
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Your client has initiated a project

Predict how it might become a failing one:
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Trouble Defined
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What does troubled project mean to you? There are two distinct ways for a project to be troubled
Not running to constraints of * cost/ time/ quality Not delivering something of benefit
Every other trouble is an expression of one or both of the above Trouble may come from within the project or out with it Solution explained
Facts Effect Cause Design Solution Apply Methods principle is: prescribe medicine after diagnosing illness
* = Trade-off between desire for Faster, Cheaper & Better 21 One must be consequential, one can be controlled and one may be constrained
Degree: Incompetence or Negligence

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Size (or number of) Variances
Great
Required decisions made in timely fashion

Within Tolerance
Decisions NOW being made as required
Project Status
Uncared for Critical Failed
Involvement from decision makers required Else cancel
Different decisions or decision makers required Else cancel
Cancel
Under Remedial Care
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Sources of Trouble
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How do projects come to be troubled?

Failing to adapt as the world moves-on or
Attempting too much adaptation (external scope creep)
No plan, no monitoring, no steering or

Too much plan, monitoring and directing*
Technical incompetence or
Endless refinement (internal scope creep)
Political hot-potato or
No sponsorship
What are the symptoms of each malaise?

What are the causes?
*Which side of the problem is Painstaking attention to detail?
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Change
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Failing to adapt as the world moves-on

Well defined at the start but fails to track current corporate needs Resources diverted to other priorities Others?
e hangge ges oocchanchannges et tanc t ace sstancembrrace cha si Reesi to eemb R will to ll ck f i aackoof w LL
Attempting too much adaptation (external scope creep)

Enforcing change at a rate beyond the organisations ability to absorb Inappropriate choice of product development lifecycle Adding changes to incomplete changes
Change plus Change is much greater than change doubled More like changesquared
Business case impacted* by lack of alignment or better alignment elsewhere
Business case impacted** by never delivering or increased costs
*Destroyed? Sponsorship distracted 24 **Destroyed? Sponsorship distraught!?
Management
25
No plan, no monitoring, no steering

Without a plan we cannot tell where we should be (the right place)
No coordination
Too much plan, monitoring and (re-) direction**

If the plan does not match the current world we cannot steer by it
Common for plans to contain too much detail Detail is only good when it is correct Detail is only good when it can be comprehended
Without status monitoring we cannot tell if we are in the right place Without status based decisions we cannot steer the project from milestone to milestone
A perfect plan takes for ever to create

And even longer to update
All reporting reduces time left for the real work Plan plus status data enables decisions
Decisions in inappropriate places are often wrong, slow and demoralising
Assessment against the business case isn't possible*
* Maybe safe but being blind is uncomfortable and open to accident **Too much is a judgement call: do team and sponsor & customer have 1 view?
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Technical Capability
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Technical incompetence
Emotive term: merely means lack of skill & experience to anticipate future impact of current decisions
Not a slur on ones intelligence or parentage!
Endless refinement (internal scope creep)

Pride in a good job
We can make it just a bit slicker/ quicker/ fitter if
Designs postulate results are achievable

They may not be e.g. R&D projects
Plans assume technical activity yields working results in fixed constraints

Plan (not the team!) is wrong if the plan is not matched to the teams competency level Timings/ costings & level of rework
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Politics
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Political hot-potato
In-fighting between those affected
Jockeying for best advantage
No sponsorship
Possible it just does not matter Role of sponsor held by someone without will, ability or time to fulfil it
Endless debate Decisions not made

Waiting more facts
Decisions unmade and changed
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Change The People Or Change The People

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If you have a troubled project

How do you fix it?
If you do tomorrow what you did yesterday

What state will you be in tomorrow?
Conclusion
You must change the people You may not be able to say what to do but you know it isn't what you have been doing Make changes, monitor, make changes, monitor
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Learning Types
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Use new approaches

Adapt to get things done Experimenting, doing, & networking Drop theory or plan when it no longer fits the facts
Capture Lessons learned

People people Imaginative ability Reflecting creatively
Accommodators
Action Action
Hands on experience Active Testing
Diverges Kolbs Learning Types
Design & Design & Experiment Experiment

Convergers
Learning Styles
Abstract ConceptMaking
Reflection
Observation Observation
Assimilators
Analysis Analysis
Suggest new approaches
Engineers and designers Practical application Logical Model Ltd +44 84 52 57 57 07 Abstraction
Logical Model Ltd
Diagnose the reasons
Thinkers Inductive reasoning 2011 Logical Model Ltd consult@logicalmodel.net Conclusions
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Summary
ur Licensed for individual use without fee. A commercial license (License@logicalmodel.net) removes this note: Please report unlicensed commercial use & share our ow r yoin fees levied
30
Healthy projects run to a realistic plan

Or are at variance to an unrealistic one Facts Effect Cause Design Solution Apply Needs 2 elements: Competence & interest Kill a terminal project sooner than later Flexibility, planning, capability & politics Cycle of Act, Observe, Analyse, Experiment, Re-Act,
Assessment & Recovery approach is Trouble is resolved (avoided) by decision making
ownn fo r y l ie m y & ssildde fo arry& extt ' um a n o he tthennexntts'ssumm Plaantto e n oi s Usse ey PPoin Actioon Pl ce' U 'K ey an ee''Actienddance' at 'K privvat tt aatten or om ffor priit frrom f enef bbenefit
Trouble results from too much or not enough

Solution comes from changing the people
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Reflection
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What did I hear & why is it worthwhile?
What steps do I take to use it & by when?
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32 Logical Model Ltd are specialists in project management knowledge transfer to your people
For further help & assistance

Assist@LogicalModel.Net +44 (0) 84 52 57 57 07

Basic structured project management Tools and techniques for advanced project & programme management Leading complex projects Recovery of struggling projects Creating & running PMOs Project Risk and Quality Management Using Earned Value Analysis Board briefings on project control & governance
Continued
Dimension Four Benefits Realisation Method training and consultancy PRINCE2 Exam preparation & PRINCE2 use in the real-world Implementing IT Governance using the CobiT Framework Implementing Benefits Realisation & Lessons Learned processes
32
Assessment Methodology Overview
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Next:
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Assessment Steps
Set-Up Data Gathering Analysis & Diagnosis Proposal & Selection Recovery Withdrawal
Summary Reflection
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Assessment Steps
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1. 2.
Set-up
Establish Roles, Terms of Reference and Exit criteria Assess current status Know the facts and effects Suggest the causes Identify solutions (including closure) Authorise implementation of fixes Apply solutions to causes and observe effect Confirm desired effect achieved (or suggest closure)
Data gathering
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3. 4.
Analysis & Diagnosis

Proposals & Selection
5. 6.
Recovery

Withdrawal
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Set-Up
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Goal of set-up is to calmly raise awareness that project is to be subject to scrutiny Assessment sponsor establishes assessment audit team
Confer authority & boundaries Define the audit teams objectives Establish audit reporting regime Set audit milestones & Inch-pebbles*
Hold initial kick-off meetings Make contact with stakeholders

Reserve time in diaries Request working papers & back-ground information
*Look after the pennies and the pounds will look after themselves Dickens Look after the inch-pebbles and youll meet your miles-stones Harris Intermediate steps
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Data Gathering
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Goal of data gathering is to establish the variance between desired state and current or projected state
Where are we How effective is the project Where will it end up based on current trends
Audit team establish the facts & opinions

Stake holder's view of projects intended end-state: Business Case Claimed status and (if different) actual* status Stake holders opinions of variances, causes and responses
Combination of 1-2-1 meetings, workshops, inspection of project records

Questioning and modelling techniques
*Verifiable
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Analysis & Diagnosis

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Goal of analysis & diagnosis is to link observed effects to root causes

Untangle inter-related symptoms What do we need to fix to rescue the business case Establish significance & apply initial prioritisation
Hypothesis and test

For every effect can the causes be identified (for every cause the effects?) For ever fact or opinion voiced in gathering is it accounted for by identified causes or effects Draw conclusions: make diagnosis
May result in repeat of data gathering activity Cause and effect diagrams, OSIPOC (Owner/ Source/ Input/ Process/ Output/ Customer), Ranking & Filtering
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Proposal & Selection

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Goal of proposal is to suggest actions, accountabilities, resourcing and timeframes for action to treat causes
Goal of selection is to secure authority & resources to take action
Assessment of project business case against current state and future expectation
Coup de gras for terminal projects
Establish effective decision making architecture (DMA) for the project (or kill now)
Point at which the organisation gives (or reasserts) commitment Establish motivation and morale (or kill now)
All the tools and techniques of normal project planning workshops
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Recovery
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The goal of recovery is to initiate and execute planned actions that address causes
Achieve new, positive effect or Recognise remedial actions falling short of intentions*
Project is doomed and should be terminated Might, just might!, be the real start of willingness to really reshape the project**
Project execution, progress tracking and reporting to management

Uses & proves suitability of the DMA Adjust & extend short term stabilisation plans until stable Formulate long-term stable plan
All the tools and techniques of normal project control
*Relevant parties can talk a good game but dont walk the talk **Denial state now too obvious for majority of players to ignore
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Withdrawal
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The goal of withdrawal is to leave a healthy project DMA running the project to realistic plan towards a beneficial business case Assessment of the effectiveness of project controls
Valid Business Case continuously driving the projects ongoing justification Current status is transparent to all (relevant) stakeholders Future workload a true, fair, realistic statement Estimates and observed workload tracking within tolerances Problems dealt with without crisis
Project stakeholder community carrying out responsibilities of roles from junior to senior effectively*
*Efficiency is of no interest until effectiveness is mastered
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Summary: Assessment & Recovery Method

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Clear set of steps

Know the audit TOR and participants Establish facts and define variances Establish reasons and remedies Select attractive remedies and apply
Modify approach if required
n entio ttention et in & sset in flect & Reeflect R
Leave rescued project to run its course Free their resources for better things
Kill terminal projects sooner than later
Tools & techniques of each step different: largely just project planning & control T&Ts
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Reflection
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43
The Good IPECC Summary (Avoiding Troubled Projects)
44
Next
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Two Approaches To Any Project What Does An Untroubled Project Look Like? What Does a Project Do? Benefits: How, What & When Escalations (Knowing The Limits) Know The Trade-Offs: Better, Faster, Cheaper (Pick Two)
Perfect Planning
What Is Different In Each Quadrant? Cycle of PMs Activity Planning Approaches vs. Project Types Summary & Reflection
45
Two Approaches To Any Project

46
How to approach a project sits somewhere on a spectrum between:

Right 1st time Stepwise refinement
Upon what does placement on the spectrum depend?

How much choice do you have? You dont always have a choice of approach (why not?)
What impacts does the choice have?
46
What Does An Untroubled Project Look Like?

47
Untroubled projects have plans that are as uncertain as the real world plus the DMA to make situational decisions
Each decision is the accountability of the correct role
A project is a bounded set of managed, technical activities, that together achieve* some desired impact**
Bounding is in terms of time taken, resources consumed, qualities of the result and all other imposed constraints (aka Critical Success Factors) Managed means coordinated, monitored & adjusted (normally to a pre-written design of intended actions) in order that bounds are predictably honoured Desired impact describes a projects reason for being or justification
Normally a financial return greater than the costs incurred Equally validly any source of utility to the resources provider
*(or enable or avoid) ** (or result or product/ deliverable or capability)
47
What Does a Project Do?

48
A Business is an equation (hopefully in a dynamic steady state)

Business products are function of (process plus people)
Projects are the means to change the equation of a business

Change Product-set and/or people and/or processes Stake holder's utility balances hoped for benefits with assessed uncertainty Projects are difficult because people are programmed to resist change*
Business Case & commercial (strategic) Risk

Project Uncertain Change
A project is a bundle of opportunity (or threat) management actions
We all see the world, especially uncertainty, differently

Different opinions about priorities, solutions, rewards vs. risks
*Resistance to change is a survival mechanism more later
48
Reminder of Obligations
49
This is a complete training course in our project skills series! And for FREE if used for personal, individual development!!
No catches everything needed is within this file
If you want to use this intellectual property as a commercial offering thats fine too as long as you cut me in I dont want much !!
Pre-arranged commercial use removes this notice, gives you animated slides that build procedures step-by-step, also step-by-step exercise files, instructor notes, suggested time-line for delivery and support
For non pre-arranged commercial use (IE where you charge a fee) I hereby offer you a contract to use this materials, without prior notice in a commercial context at 1,000 per day or per copy which ever is the greater (thats an offer and notice of consideration, use will constitute acceptance and forms contract) as soon as I become aware of use I will start proceedings to collect fees due If in doubt Ask
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49
Benefits: How, What & When

50
Set vision or goal Set vision or goal Plan Benefits Management Plan Benefits Management Engage business participants Engage business participants Define measures Define measures
Measure the results Measure the results
Business idea
tion ong" in is la rrong"in isoolation Goes W Project Impltn re his Project Raaretthisbbit""Goes W Preptn it Project Preptn R
Business Preptn Business Preptn
Business Change Business Change
Measure the status Quo Measure the status Quo Plan Realisation Plan Realisation Involve business participants Involve business participants
Embed tracking process Embed tracking process Foster business ownership Foster business ownership
50
Know The Trade-Offs: Better, Faster, Cheaper (Pick Two)

51
DMA decides between trade-offs

Normally with a hierarchy of authorities (responsibilities) and: Normally against a framework of skills (roles or job descriptions)
Constrained Controlled Consequential

51
Perfect Planning
52
Needs or Objectives Needs or Objectives Strategic Risk Strategic Risk
Deliverables Deliverables Bill of Materials & Quality Description Bill of Materials & Quality Description
Scope Estimating
Schedule Estimating
Dependencies Dependencies
Task List (WBS) & Task List (WBS) & Work Assignments (OBS) Work Assignments (OBS)
Resourcing Resourcing
Schedule Baseline Schedule Baseline
Scope & Responsibility Scope & Responsibility Baseline Baseline Response to Response to Tactical Risk Tactical Risk Finalised Finalised Cost/ Time/ Scope baselines 2011 LogicalCost/ Time/ Scope baselines Model Ltd consult@logicalmodel.net
Monitoring, Monitoring, Tracking & Tracking & Re-Act/ Escalate Re-Act/ Escalate
Cost & Resource Estimating

Cost Baseline Cost Baseline
Logical Model Ltd
52
Escalations (Knowing The Limits)

53
Project in tolerance (just) Project in tolerance (just) Escalation Zone Tolerance Limit Baseline Current Status
Cancellation Zone
Goal
Start
53
What Is Different In Each Quadrant?

54
Increasing Uncertainty
e do t h e o th s Unskilled, How d ence s How r ence f diiffe r lanniing,, Inexperienced d f e p lann ng t p ffec t tion and fec ion and af a ut exec untroll xec tro e co n co
Experienced & Skilful

Unknown Goal Where ever we are going it is away from here
What are the planning Clear Goal characteristics of each quadrant? Risks, Rewards, Controls, ?
Increasing Uncertainty
* From Eddie Obeng All Change! 54
Cycle of PMs Activity

55
5 stages of a project and of a phase Initiate, Plan, Execute, Monitor & Control, Close*
Executing/ Develop Planning/ Define Initiating/ Decide Closing/ Deliver
Activity
Monitoring & Controlling
* p.68 A Guide to the Project Management Body of Knowledge (PMBOK Guide), 3rd edition 2004, Project Management Institute
55
Planning Approaches vs. Project Types

56
Plan up to the horizon
Before we start the project the goal is clear and the team is skilled Long, flat, straight road on a sunny day Initiation Planning Close
The project goal is unclear at the start Bendy, icy, mountain road on a dark night
56
Summary
57
The plan is a mirror to the projects execution (or vice-versa)

Planning based on available project approach Plan bounded by constraints. Project managed to plan Keep the triangle in balance Define escalation limits
& ction & re leection g aare f Reefl anninng R pl anni m ti i n e ro cctoon plaluueffrom A A ereevval liess e whher dannce lie w ten da c t aatten
Untroubled projects balance certainty or its lack with plans and DMA that recognises the projects context (business case)
Politics/ Market/ Technology/ Resource capability/ Availability/
Projects change businesses by amending the benefit generating capabilities Planning is easy (ier) when the road is straight and the sun shining
Uncertain world uncertain plan
I P e M&C C or I P e M&C CIP e M&C CIP eM&C C
57
Reflection
58
58
Setup: Preparing For Assessment
59
Next:
60
The Recovery Charter Set-ups Goals Awareness

Realisation = Reset Expectation Sponsors Kick-off Meeting Communications planning Awareness: Tone
Audit Teams Competencies

Appointing the Audit Team Team: Who Does Assessment Team: Stakeholders
Scope Recovery Aims Timescales Summary Reflection
60
The Recovery Charter

61
Recoverys Terms of Reference or Charter or Authorisation

Sets out who is involved, their areas and levels of authority, timescales, budgets and the expected scope or targets 1. Target always Diagnose sources of trouble and recommend fixes 2. Often extends to Implement rescue package
Sets out or leads to the Assessment Plan

Schedule and resource allocation for step 1 above* How we will conduct research, who is involved Who/ how/ when conclusions & options for stabilisation will be presented Select and authorise implementation of actions
Should set-out conduct & tone of assessment
Authorises & anchors work up-to the Do we Cancel? review**
*Assessment plans & resources step 261 **May be held more than once
Awareness: Tone
62
Audits are dominated by tone: What is it?

Tone of the organisation & tone of the audit
4 notes in play
Management tone, Project tone, Organisational culture, Assessment conduct Be open and honest in communications
There are confidences that have to be honoured may be part of tone
If people dont hear each other* then you wont recover the project
Two ways to be deaf Closed door: Sponsor may have to lend weight to opening doors Closed mind: selective deafness
I heard the words, not your meaning
Tone should inform your report

What it says (&how many different versions of reality), How it is presented, Who to
tenor, tenor, quality, quality, manner, manner, character, character, attitude, attitude, tendency, tendency, nature, nature, quality, quality, atmosphere atmosphere feel, feel, ambiance, ambiance, air, air, milieu, milieu, climate, climate, mood, mood, shade shade
*1st you have to hear them later they have to hear you
62
Set-ups Goals
63
Raise awareness
Be calm Be aware of peoples feelings & expect to deal with emotions
Appoint the team

Notify stakeholders and reserve diary time
Define what is / is not in scope of investigation Establish the end point & timing
Is the end a report on status or a recovered/ cancelled project? What interim milestones? What reporting regime?
Write & publish the Terms of Reference

Share the Terms of Reference with those affected (from draft stage?)
63
Communications Planning
64
Select the medium (how) &

Repetition (how often/ how many times) Timing (when) Who says (sender) Who spoken too (receivers) Feedback (how message is checked for accurate receipt)
Audience Audience Wider Stakeholders User Community Project Owners Project Team Assessment Team
One-way broadcast vs.

Spot-cast and two-way
Address concerns
Keep the organisation informed about audit & laterkeep the recovered project healthy by communicating progress made
64
Awareness
65
Realisation = opportunity to reset expectation

Dont squander the fact that realisation had to set-in to commission the recovery audit Communicate directly and personally to those most affected Broadcast plain facts in parallel with personal briefings
What is the source of the audit*?

Senior management responding to a train wreck or an ice-berg Everyone knows but no-one is saying Have we been boiling a frog? Bolt from the blue (e.g. due diligence on merger/ acquisition/ disposal)
Are the team relieved, surprised, resentful?
*Last source is routine Governance surveillance: not within our scope for recovery
65
Awareness: Sponsors Kick-off Meeting

66
Kick-off meeting with assessment sponsor

Ask the sponsors views Often political agendas in play: any key conclusions you should arrive at?
Seek direction on constraints to examining/ recommending actions along each of the 4 axis
Politics, Mission, Vision & Values Technologies, Skills, Capabilities & Availabilities Change & Churn: Clarity and Stability of Goal/ Objectives/ Deliverables Plans, Monitoring and use of Controls/ DMA
Understand resources to be available, authority level, participants to be involved

Agree audits end point, interim stages, reporting and escalation regime
66
Audit Teams Competencies

67
Selecting the team: should encompass capabilities for

Influencing: Recovery always about engaging or disengaging people Negotiation: Troubles may be political leading to horse-trading Questioning: Unearthing the facts requires good listening skills Empathising: Audit and recovery is often stressful for many of those involved Prioritising: Troubled projects normally tangle many facets of the organisation (otherwise those involved would normally be capable of staying out of trouble) Leadership: Recovery will require setting goals and tone (behaviour set)
Plus
Technical knowledge (SMEs): Technical approach & problems will need to be explored and recommendations may be necessary Project management knowledge: ditto the technical
67
Appointing the Audit Team

68
Team need
Enough people to do the gathering & analysis in the timescales Skills to extract information, analyses it and synthesis solutions Right mind-set
Rapid assessment probably means small team

Maintain short communications links Communicate frequently Face to face
Is assessment full-time?
How are existing responsibilities covered & resumed? Audit teams SHOULD NOT be a task-force of those too incompetent to do their regular day-job*
* (dont laugh its surprisingly common)68
Team: Who Does Assessment

69
The project team: self-assessment

Most baggage and least chance of seeing root causes? Closest to problems with best insight (if allowed to say it plainly)?
Internal peer group

Fresh pair of eyes with understanding of context? Same political pressures as self assessment?
Internal PMO/ Quality department or audit task force

Expertise and escalation route to the top?
External expert or auditors

Expensive? Have the time and the expertise: Best advise money can buy* Freedom to say it like it is
*Often the preliminary to avoiding blame and cancelling
69
Team: Stakeholders
70
Set-up asks two participation questions

Who needs to involved What is their contribution
Set-up must identify who to involve in data gathering, analysis and solution identification
Involvement is key to successful recovery
Establish slots in diaries

Recovery audit may override planned activity Sponsors job to ensure attendance People who are too busy can often be button-holed at desks and coffee-machines
70
Scope
71
What is in and out of bounds Politics may set boundaries that challenge the recovery
If so then challenge the boundaries Recommend closure now Discussion behind closed doors?
Clear statement of desired audit outcome

Aim may be to close-down from the start May be to find best route forward May be to make it work at any cost May be cling-film management: put a lid on it to contain the smell
71
Recovery Aims
72
Recovery
Deliver to the original Business Case & Risks
Salvage
Deliver the best achievable today
Scrap
Sell-off what can be, chuck the rest
Clean-up
Pay the time & costs to compensate and make reparations Liquidated damages
72
Timescales
73
How long should assessment take?

Generally quick! How long is quick? Quick means focus on 1 management strata and the links up and down
Limiting cases when dealing with most senior or most junior levels
Drivers for timescales are

Rate of spend & impending delivery dates Patience of the executive Morale of the team
All Stop vs. Keep going

Under what circumstances does the Recovery Audit stop the project?* What are the pros & cons of keeping going during the audit?
*All audits disrupt normal progress: audit timescale & project burn rate often inter-related
73
Summary
74
Charter establishes the initiative Appoint the team, define the task scope and timescales
Team competencies
Raise awareness & book diary time

Gauge the tone
Recovery or salvage or scrap or clean-up
n? n la oonpplan? cti A i nn& A ct io & fl l ct eefeectio R R
74
Reflection
75
75
Business Case Re-evaluation
76
Next:
77
Assessing The Politics Business Case is Opportunity (re-)Assessment Assessment Methods Risk: Probabilistic Cost Vs. Benefits Probabilistic Schedule Regret Summary Reflection
77
Assessing The Politics

78
The ONLY reason to undertake a project is because it offers utility to someone with the influence to fund the work Key question does the business case stack-up?
May be Did it ever!?
Every stakeholder has a different business case

Stakeholders attempt to influence project to achieve their definition of success If there is low/ no consensus on the end point then project troubles rooted in politics The maximum politics occurs when business cases are mutually exclusive
Politics alignment of business case, contribution and reward
78
79 Business Case is Opportunity (re-)Assessment

Enables assessment of estimated development cost and threats vs. estimated benefits from the opportunity
Ongoing viability assessment throughout the project or programme Viability question a key one for the DMA
Business case quality test

States costs vs. benefits (utility) sufficiently precisely to support decision making Describes an aligned, politically acceptable initiative
Sources & Inputs

Business Strategy, Programme planning, Project trigger (Customer request, regulatory demand, Options/ Feasibility Study, Project Plan: Cost & Timescale)
Business Case Headings Business Case Headings Reason Reason Options considered Options considered Benefits v. status quo Benefits v. status quo Key risks Key risks Costs/Time from plans or Costs/Time from plans or constraints constraints Appraisal: Financial & Appraisal: Financial & strategic strategic
79
Assessment Methods
80
What makes a business change an attractive proposition? Non-financial measures

Alignment Utility
Financial measures
Benefit/ Cost Ratio (BCR) Payback and Payback period Return on Investment (ROI) Net Present Value (NPV) Internal Rate of Return (IRR)
Corporate objectives Maximise Core business Improve Sales Process Expand Core to new lines Increase efficiency Build the Brand Grow staff & Culture
Develop Products
Automate process
Executive Info
Sensitivity analysis Probabilistic assessment
Attain Service Levels
ID
Project Name/Desc
Sponsor
Project Manager
FlashPoint Date
RAG Status
Stock Management Christmas party

1 Dec 20 Dec
See Feel Change: Utility is a measure of personal, subjective value of some state Think Analyse Change
80
Risk: Probabilistic Cost Vs. Benefits

81
Worst Imaginable Most Likely Best Imaginable
k Rs k h Riis Hiig h Hg
Best Imaginable Most Likely
Costs
k Ris k w R is Lo w Lo
Benefits
Worst Imaginable
Best Imaginable Most Likely Worst Imaginable
Worst Imaginable Most Likely Best Imaginable

Costs
Benefits
81
Probabilistic Schedule
D 4,7,11 G 4,4,4 J 7,8,10
82
L 2,2,2
A 1,4,6
B 2,3,6
E 3,3,4
H 8,10,15
Contingency
Buffers protect critical chain from delays

Key capability is to be ready to start early
D 4,7,11 G 4,4,4 J 7,8,10
C 4,5,7
F 6,8,10
I 2,3,3
K 4,5,6
Why here? Why here?

D 4,7,11 G 4,4,4 J 7,8,10 A 1,4,6 B 2,3,6 E 3,3,4 H 8,10,15 L 2,2,2 A 1,4,6 B 2,3,6
E 3,3,4
H 8,10,15
L 2,2,2
Contingency
C 4,5,7
F 6,8,10
I 2,3,3
K 4,5,6
Contingency
C 4,5,7 F 6,8,10 I 2,3,3 K 4,5,6
D 4,7,11
G 4,4,4
J 7,8,10
A 1,4,6
B 2,3,6
E 3,3,4
H 8,10,15
L 2,2,2 D 4,7,11 G 4,4,4 J 7,8,10
C 4,5,7
F 6,8,10
I 2,3,3
K 4,5,6
A 1,4,6
B 2,3,6
E 3,3,4
H 8,10,15
L 2,2,2
Happy with this path? Happy with this path?

C 4,5,7
F 6,8,10
I 2,3,3
K 4,5,6
??
82
Regret
83
A troubled project has incurred expense: called Sunk cost

Regret theory says we fear loss more than are attracted to gain
Emotional response (financially wrong, psychologically right)

We must keep going look how much we have already spent
Financial response
What is the cash-benefit (or utility) vs. the spend still to be incurred How well can we assess cost and how well can we assess benefit?
Recovery audit MUST re-do the business case

State the benefits as uncertainly as required for realism, ditto costs Use ratio of expectation vs. business track-record as estimating basis
83
Summary
84
Projects deliver utility to the (powerful) stakeholders

Spurious business cases result in troubled projects Balance cost and benefit Benefits may be financial or utility
Projects only describable via cost probability, schedule probability and utility probability A (troubled) project's sunk cost is a powerful draw for continuation
84
Reflection
85
85
86 The only reason for a project (& training course) is to change business-as-usual for your organisation or your customers


Continued
86
Conducting The Assessment: Information Gathering
87
Next
88
Overview of Information Gathering Step Expectations vs. Inspections

What to Inspect Documentation & Why
Assessment Questionnaire Tool Gathering Information From People

Workshop Techniques Interview Techniques Questions to Ask
Summary Reflection
88
Overview of Information Gathering Step

89
Have a structure: work to the assessment plan

Start by stating how assessment will be conducted and will lead to proposals Ensure all have common view of where we are in the assessment process
Sponsor & assessment kick-off meeting Troubled project team kick-off meeting Troubled project stakeholder kick-off meeting
Major activity is to listen (look and learn)

Gather data
Questions to ask your selves

What to gather & how to gather it Is it complete, honest, true & fair reflection When to stop gathering
Next step asks What does it mean & what action results
e at h e hhattths & st l i y i t hesi e aailtty is yntthesist&pss Ree , R eringg,ssyn osal lsstep in prooposa y ath r ggatheting pr p ivel ly g t e a rmul atin i era v oormulppennitterati ff a hhappe
89
Expectations vs. Inspections

90
Set aside expectations

Conclusions can only come from observed facts Even then they can be wrong
Be ready with questions to start the information flow

Use follow-up questions to get details Generally better not to interrupt after getting the flow started
Schedule data gathering when the time exists to do it properly
Allow silences: the auditors favourite trick
If its a prejudice or suspicion* it may still have a place BUT

Doesnt belong in the objective sections of any report May still be noted as unproven
*Yours or theres
90
What to Inspect
91
Current business case

What to look for: Financial case, emotional case, Current & updated as necessary, perception of risk, grounded in real-world, meaningful content to all headings/ headings added and ignored sensibly
Current project plan (Schedule/ Resources/ Risks/ Issues

What to look for: Each management level has representation that is appropriate to decision making, Everything un-started is in the future, Current baseline & status is clear, Realistic/ Relevant/ Agreed/ Achievable Progress measurement is performed, fed into the plan & forecasted
Current tone
What to look for: Do people smile, What are the jokes about, Is after the project within peoples vision, Any poisonous personalities, Culture or personality clashes, Time keeping, absenteeism and energy, Focus on goals
91
Documentation & Why

92
Gather documentation (and read it*) Audit trail from reviews of technical work (E.g. test results & document reviews)
Used in analysis, diagnosis and proposal development 1) Capability of team 2) Capability of quality processes 3) Capability of project tracking, re-estimating and control processes
Tracked project plans & progress reports at team and steering level
Must correlate to technical review outputs Must have a level of detail suitable for being in control: neither more nor less Must be observable that it is used & updated (not an outdated prop of jumping the funding hoop) Project plan = {Tasks, Risks, Resources,
Strategy and external documents

Used to assess timeliness, consistency, relevance and business alignment of sponsor & other significant external stake holder's decision making Must show a two-way flow of context to the PM and consideration of project issues
*Schedule Audit team day per day of think/read/write per day of interview
92
Assessment Questionnaire Tool

93
onnnaannonti emen i er vvement nnner y vol l a Strengths & weaknesses ? l ts n e g m rrtsi invo ninngm ann ttmeely a tta tteni do i in i im u S ea S thrrea ont do g yo u Awareness questionnaire th ho ddont rminng yo i w l ose w ho o nfo rm Thhoseer aassoi info *In your own words state: T ann er l m nn What is the project supposed to achieve and within what constraints ma
Used correctly questionnaires can be a key tool
Please list project key areas and for each

Who is in charge of it? How important is it (HML), How well done (HML) and justification/ evidence
How important/ Well done and who does each of the following?
Decision making: Business decisions, Technical decisions Resource provision Requirements specification (Customer[C]), Requirements capture (project team[Pt]), Solution design, Project planning, Technical implementation, Verification (C&Pt), Acceptance (C), Project-team/ Business coordination(C&Pt), Progress tracking, Estimating, Risk(All)
*There are advantages to NOT using a template: just give people the headings
93
Assessment Summaries (Using the Cobit Framework)

94
94
Gathering Information From People

95
Hold interviews
1-2-1 and small groups Pros and cons? Assessment questionnaires are a great start point
Contrast opinions of process step owners, customers and others
Hold workshops
Allow for (encourage) whinging session
Address feelings first: only route to productivity
Set time limit for refocusing as working sessions Can be combined with Transformation workshops
For each whinge ask what does perfect look like: tell me why better is impossible
95
Workshop Techniques
96
Scribe takes authority simply by standing, writing, controlling the debate Use a white-board or other single point of reference
Establishes a common picture that encourages challenge and refinement Easier to challenge the words on the wall than the person making them Leads to freer flow of issues and concerns
Active listening
Listen with focus, reflect what you hear back in new words to check comprehension
Structure
Open with the objectives are:, state timeline, reserve time at end for summarising, allow for follow-on session to address minority topics, maintain a parking lot, be clear on if/ how meeting record will be provided
96
97
97
Interview Techniques
98
1-2-1 (with a witness (for both sides?))

Questioner and scribe
Question types
Open (Tell me about : Invites discussion) Closed (Am I right to say : Yes/No answer, confirms/ concludes), Leading (I think X what do you think : Suggests the answer, invites challenge), Playback (So what you mean is. : Confirms), Probing (so if you say X and Y what about [would you say] Z : request details) Indirect (Can you clarify/ elaborate : Invites continuation of ideas), Direct (How do you defend : Challenges), Reflect (Interesting idea what do you think?: Avoids being interviewed!), Redirect (How does that relate to our current topic of : Refocus) Prompt (Do you have thoughts on : Stimulate/ restart)
Start with an open, explore with probing and end with a playback or closed
98
Questions to Ask
99
What are you accountable for and who is responsible?

How do you delegate, how do you receive routine status & escalations
What are you responsible for?

How do you agree assignments/ provide status/ escalate tolerance threats
What are your frustrations/ constraints/ problems?

What are the problems as you see them How did we get to the current state What are the solutions as you see them Why havent they been applied already?
If I could get 1 thing changed to help you what would it be?
99
Summary
100
Information gathering, analysis, synthesis, diagnosis and solution proposal are actually inter-weaved in reality Gathering about listening Start with an open mind
Inspect the business case and the plans and the tone Cross-reference data from each for consistency Interviews & Workshops each have a role Workshops give you authority for free Know interview question types (and prepare a few of each)
Questionnaires are a useful pre-cursor to meetings

100
Reflection
101
101
102 There are other free sources of our value-add on our web-site www.logicalmodel.net


Continued
102
Conducting The Assessment: Analysis & Diagnosis Proposal & Selection
103
Next
104
Several major areas to cover Assessment Fundamentals & Tools Analysing Mission Vision & Values Analysing Change
Resistance to Inability to control
Assessment Fundamentals & Tools

Approach & Inter-relationship Analysis Tools
Synthesis: Affinity Analysis Example Cause And Effect Filtering & Ranking SIPOC
Analysing Planning, Monitoring & Control Analysing Technologies, Capabilities & Skills
Findings Report Structure What Teams Contracts
Mission Vision & Values

Analysing Politics Management Strategies
104
Approach & Inter-relationship

105
Map the gathered findings (effects) into probable causes

Establish significance & priority for treatment Untangle inter-related symptoms
Hypothesise and test

May result in repeat of data gathering activity
Relationships often circular

Poor management of politics Change (decisions not made or un-made) Poor management of change Un reliable plans Poor capabilities & management of quality Un reliable plans Poor planning &/or poor capability Inadequate monitoring Poor monitoring Inability to control Poor control Political manoeuvring
*Source Input Process Output Customer (& Owner) 105
Analysis Tools
106
Cause and effect (& influence) diagrams

Group and structure the brainstorming outputs from gathering
SIPOC* Ranking & Filtering

Separate the significant few from the many
Map process dependencies between inter-dependant groups
Gap or variance & significance analysis

Variance detection depends upon a known goal and plan Key question: is it significant?
o kss n innk: : no r our d r yyour dr i ix vv me nt m i a oont mhxng-ooeer nd soome DD - st a nd s er ng haakfaast a ngovver a breeakf el hh go r r artyy bant feeel f an tee: : a Heeart : c nt f y o wwat r H pirinn: ca lent y of d asspiri and pplent moveed a ime and er re mov TTime ngov er re a hhangov
Sensitivity
Causes against which we have most leverage & effects of most concern to us Look for actions that reduce (enhance) causes, reduce (enhance) effects
*Source Input Process Output Customer (& Owner) 106
Analysing
107
Group the effects (and causes) discovered so far

Affinity analysis*
Linking effect to its causes, link actions to causes

Gathering told us the effects Major effects (perhaps in aggregate) triggered the audit! As effects are discovered look down-stream to the suppliers/ participants
Interviewing should ask the why? Why? WHY? questions of those down-stream
Filter & rank* for significance Decide possible remediation steps

Subject to cost vs. utility analysis Integrate into revised business case
Present for approval/ selection
*Description of tools coming up
107
Synthesis: Affinity Analysis

108
Ascribe each observed effect to a competency or lack of within the four causal domains* Affinity analysis
Can be done as a group exercise Wall and Post-it notes Can be done as a silent session
Change & Churn
For every effect can the causes be identified?

& for every cause the effects? Are all facts (or opinions) voiced during gathering accounted in causes or effects
Politics, Mission, Vision & Values
Planning, Monitoring & Control
Technologies, Capabilities & Skills
*Add or subtract groupings as is useful 108
Example Cause And Effect

109
People
Machines
No personal rewards for effort
Measurement
Non-existent Monthly reporting fudged Suppliers s/w not working to spec Personal development plans at odds with project
Context
Team located in 3 sites No personal pain for screw-ups
Bill & Fred disagree Weak spnsrship
Time booking manipulated to stack-up OK
Goal workshop never held Key docs never baselined
Project failure
Verification activities skipped or done by producer Departments x, Y & Z have different budget cycles & approval process
No travel budget No team building budget Jane only works M-W Team in 3 time zones
Process
Materials
Constraints
109
Filtering & Ranking

110
Criteria of key significance Absent Present Top Priority Next most significance Criteria Absent Present
Two tools for separating significant from insignificant

s' hting ' igghtings e dd 'w i aadd 'we to si i le o sssbble t o PPo
B A vs.B C A vs.C B vs.C D
2nd Priority E 3rd most significance Criteria A Absent etc

3rd Priority Multiple pair-wise comparisons

110
SIPOC
111
Basis for creating competent process (IE. customer satisfaction)

Output quality criteria should match input quality criteria
Process Output Supplier Customer Input Process
Focus on where handovers are crucial & less than ideal

Avoid creating complete process maps for areas without issues
Process Output Customer Supplier Input Process Process Process Process Process
111
mber uumber N N he t he ! Licensed for individual use without fee. A commercial license (License@logicalmodel.net) removes this note: Please report unlicensed commercial use & share in t raphss! fees levied h arag p pparagra
Findings Report Structure
112
Report via structure of What (result is needed) Why (it is needed) How (it will be created)
May be omitted if seeking to build motivation within the team by work shopping solutions with them
Who (will/ should/ could do it)

May be blank initially to encourage commitment from work-shops with recovery team
When (to start & or finish)
112
What Teams
113
Several teams Are they all the same people?

(old) Project team: being assessed Assessment team: diagnosing and prescribing curative Recovery team: implementing care regime (new) Project team: carrying restored project to completion
Resource & budget providers: renewing() commitment to the projects needs or expressing constraints that recovered project must work within
Diagnosis step should decide who is in the recovery team Recovery team* must be part of recovery planning
Involvement understanding belief motivation & commitment
*At all levels of the project management team113
Contracts
114
When a project is troubled is when contracts are read

They are written when everyone is full of optimism Contract is a way to express the allocation of risk and reward between cooperating parties There is no such thing as a clause that we would never use (but neither will we remove it)
Binding agreement on both parties

Party of the first part states the service required Party of the second part promises to provide them at a fee The first promises to pay the fee in exchange for the services
Promises may describe the procedures to vary the requested service, the provided service and the fee
Fixed price needs fixed scope of work
114

115
Change & Churn Planning, Monitoring & Control

115
Analysing Politics
116
Projects only lack politics when they have no value

Kill it now
Rewards system vital to influencing the politics Less troubled projects when the corporate Mission Vision & Values are clear & accepted Politics easy when goals clear and either consensus or key stakeholder clearly holds power
Change & Churn Technologies, Capabilities & Skills
After the above the question is how even is the power balanced across how many opposing camps? The who is able to travel between camps? How much travel is required?
Normally hard to estimate
116
Management Strategies
117
Commonest form of project political trouble is failure to recognise sleepers and failure to engage those off the RADAR
Wake the sleepers Scan for others with power Politics (tone) may be to not inform some parties
Organise those pro-sponsors view

Give them facts to promote view & to convert the undecided
Discuss status & emerging solutions with the neutrals

Honest feedback on Good & Bad ideas May convert the negatives
This is a gratuitous excuse to use a great picture Love the tongue
117
Next: Trouble From Resistance To Change

118
Several major areas to cover Assessment Fundamentals & Tools Analysing Mission Vision & Values Analysing Change
Resistance to Inability to control
Rationing Change Limits to Absorbing Change

Willing Change Still Takes Time Management of Change: The Prince pub. 1515 Prerequisites Feelings vs. Analysis-Think-Change
Analysing Planning, Monitoring & Control Analysing Technologies, Capabilities & Skills
Managing Change
Who Drives Change Guiding Team Engine of Faith Assessing Sponsorship
118
Rationing Change
119
Change needs to be rationed Project churn at the level the project can process without loss of progress
Change management takes resources from achieving (current) goals and distracts it towards (re-)planning new goals
Organisational change at the level the business can accommodate

Management of change: we may be back to politics Organisational change challenges peoples world views
People are resistant to change Step 1) create a burning platform: must jump! Step 2) consult with hearts and minds about when, where & how to jump, what parachute to wear
119
Analysing Change
120
When projects troubles flow from Resistance to Change
Change & Churn Politics, Planning, Mission, Monitoring & Vision & Control Values Technologies, Capabilities & Skills
120
Limits to Absorbing Change

121
Harshest limit in the organisation is the rate of change

Limit to what people can absorb into operations Change plus change > 2 * Change more like Change2
Change follows well-know cycles

Imposed change cycle
Shock: Anger: Resistance: Acceptance: Helping: they want to do WHAT!!!!!!!!!!!!! How stupid. They didnt talk to me. I could have told them Any fool can see the problem with but maybe a new opportunity, benefits suppose we
Like any process it takes time & needs management*
*We will explore it in a few slides time
121
Willing Change It Still Takes Time

122
Changing behaviours requires

Thought, actions, milestones, budget, incubation time An owner & champion An understood & used process Monitoring, adjustment and control
Enthusiasm
Time New venture

Realisation
1st Success
End in Sight
122
Management of Change
123
Projects change organisations

People are not good at and do not welcome change
No change is an evolutionary survival mechanism*
New concept
Resistance
Awareness Incubation
Readiness
Skill acquisition
Application
* And it is also an extinction mechanism but that isnt a topic for us123
Management of Change The Prince pub. 1515

124
Those who by valorous ways become princesacquire a principality with difficulty, but they keep it with ease. The difficulties they have in acquiring it arise in part from the new rules and methods which they are forced to introduce to establish their government and its security. And it ought to be remembered that there is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things. Because the innovator has for enemies all those who have done well under the old conditions, and lukewarm defenders in those who may do well under the new. This coolness arises partly from fear of the opponents, who have the laws on their side, and partly from the incredulity of men, who do not readily believe in new things until they have had a long experience of them. Thus it happens that whenever those who are hostile have the opportunity to attack they do it like partisans, whilst the others defend lukewarmly, in such wise that the prince is endangered along with them. Nicoli Machiavelli, 14691527
124
Prerequisites
125
For change to happen people must be dissatisfied with the status quo
Some source of current pain and/ or view of future gain
How do organisations change ?

By changing their peoples behaviours (or changing the people) By removing current procedures and rules
Why do people change

Because they feel they will get an improvement from the change and they feel that is its possible to achieve They dont change out of fear that they will lose what they have OR they have no choice: it is forced upon them (the burning platform)
No change until the empowered can see past restrictions

Historic, real or imagined
Apparently the commonest reason for NOT getting divorced 125
Feelings vs. Analysis

Licensed for individual use without fee. A commercial license (License@logicalmodel.net) removes this note: Please report unlicensed commercial use & share in fees levied t
126
Necessary and sometimes sufficient
s way allway s and a 1sst an d gs 1 s eelliin gs e n Fe F etiime s t me me nd & so m nd & so 2 na iionall 2 Rat o Rat
See
Necessary but not sufficient
Feel
Change
T OT ns,, N O s N io n ncllus iod c us on to c o roun ts to c y aroun d c ts t fa er wa fiit fa c her wa y a f ppiing p ng eoplle the ot h op e he ot Pe to p P t nS o iion S t pt o t ed O p d O Calllle Ca
Analyse
Think
Change
126
For further insight read Kotter: Heart of Change
Analyse-Think-Change
127
A-T-C Is not motivational

Change fails because of
Fear of failure Lack of a vision of success leading to: We dont try
A-T-C Is important for justification of feelings

May trigger the See Feel Change Crucial to those with a facts and numbers mindset
Relies on expressing the problem based on

Clear parameters Minimal & explicit assumptions and Unfuzzy future state
127
Managing Change
128
Methods and process for adapting the organisation to new ideas and procedures
Profound change : combines inner shift in peoples values, aspirations, and behaviours with outer shift in process, strategies, practices, and systems.
Pete Senge The Dance of Change. Doubleday 1999 p14 et.seq.
Organisational change
Moving the organisation from its current reality to a desired state People change what they do and believe in Process change how people (are required to) act
128
Who Drives Change

129
Rarely successfully achieved by individuals with a day-job volunteered to sit on a task force Create a team
Right people: members are chosen, honoured, respected Problem members are dealt with Senior people are in the team and not outside with a veto Time to do the forceful task
Operate as a team
Credible, capable, unbiased, baggage free Vision beyond the parochial
Inside and outside views

Communications and networking, formal and informal authority, planning and control and leadership
129
Guiding Team
130
Sponsor: Supports, funds, communicates, brings authority Champion: Clarifies, walks the talk, decision maker
May be the sponsor
Agent: Takes action, shows commitment

Change team member
Stakeholder
Affected Needs to be listen to Needs to be shown the benefits Needs time to assimilate the changes
Negative stakeholders resist and impede change

Machiavelli: The negative outnumber the positive (at the start)
130
Engine of Faith
131
Short term wins nourish faith

Emotionally rewards the hard work Fends of the critics Creates momentum
Visible, in time, unarguable wins

Demonstration that shows movement towards the goals Validate the leaders vision Reward the workers Attract the unconverted Defeat the cynics
Without small wins: The cynics invade & large scale change fails With small wins optimism grows
131
Assessing Sponsorship
132
Strong sponsorship
Takes a keen interest in project (and the recovery) affairs
Supports, does not have to be chased
Controls the required financial decisions Is able to allocate the resources Manages the areas of the business impacted by programme products Resolves issues when escalated
Sets or strongly influences business strategy Look for key drivers EG

Innovative products Time to market Efficiency Scope - often beat the competition Schedule - often competitive response Cost() often maturing market
132
Summary
133
Analysing Change
Change on change is change squared SARAH Initial enthusiasm New idea plus incubation time may result in application Change requires a trigger: dissatisfaction See Feel Change vs. Analyse Think Change Change driven by the right people who have also formed into a team Guiding Teams participants, qualities & responsibilities Short term wins to keep the cynics at bay Good sponsorship is actively supportive of project & recovery
133
Analysing Change
134
When projects troubles flow from inability to control change
Change & Churn Politics, Planning, Mission, Monitoring & Vision & Control Values Technologies, Capabilities & Skills 134
Project management & control competency
Next: Trouble From Inability to Process Change Control

135
Churn: Scope & Change Matching Change to Authority Assessing the Change Cause and Effect Process of Change Verification Is Antidote To Scope Creep
135
Churn: Scope & Change

136
Project scope is recorded in:

Constraints: have they change?* Impacts/ Goal statement and related breakdown structure
Impact or Product Breakdowns with accompanying dictionary?*
Change & Churn
Politics, Mission, Vision & Values Planning, Monitoring & Control
Tasks
Work Breakdown Structure with dictionary
*Did Request For Change (RFC) drive change control?

1st Step is Impact analysis: Create new candidate plan from the point of proposed change onwards 2nd Step is Decision making: remain with current plan or swap to new plan
Consider what is written-off (done, cost sunk but no longer of value) Consider current stakeholders current utility for the old and new cost vs. benefit
Lack of change control means change is uncontrolled: fatal
136
Matching Change to Authority

137
Project plan must accommodate for the re-design and re-plan of business solutions
Assessing tone informs decision on size Customer of change budget
Funded
Specftn errors
WIBNI
4 flavours of change
Who pays is a contractual concern
Supplier Funded
Exectn errors
How about if we
Mandatory Discretionary
137
Assessing the Change Cause and Effect

138
Internal change - discretionary

Are the team adding refinements
Internal change mandatory

Are the team producing flawed results
Is the cause novelty of problem/ tools/ solutions Is the cause inattentive application of skills: failure of quality control
External change discretionary

Is the politics unmaking & remaking decisions Is the market place dynamic and agile
External change mandatory

Is the goal/ deliverables/ requirements incomplete/ wrong/ ambiguous Has the business case ceased to be a valid justification
138
Process of Change
139
Healthy projects support the change cycle of baseline maintenance Baseline is the Original balance of cost, time, scope, risk and rewards plus or minus approved changes to maintain the balance between constraining factors
World isnt a static place, neither can a meaningful baseline be Real-world changes ripple consequences, so do baseline changes
Change Candidate Plan Selection between Status Quo & Candidate Plan Change Status Quo Candidate Plan Selection between Status Quo & Candidate Plan Change Status Quo
Status Quo
Harris 2010
139
Verification Is Antidote To Scope Creep

140
Minor changes outside of Change Control Plan

Cascade into major unexpected impacts If not removed will invalidate estimates of all work remaining
Impact of a 10% failure in work at each boundary?
110%
Team Boundaries
121% 133% 146%

Intermediate Product
100% 90%
81%
72%
63% 63%
140

141
Change & Churn Politics, Mission, Vision & Values Planning, Monitoring & Control Technologies, Capabilities & Skills
141
Next: Analysing Of Planning, Monitoring & Control

142
Tools For Schedule & Resources Bandwidth Analysis Project Meetings & Reports Analysing Controls Gathering Status Data Progress Report Template Milestone Status
Slip Charts Accomplishments Charts
Fixing Estimating Proposal: Planning, Monitoring & Control
142
Analysing Of Planning Monitoring & Control

143
Analysing the plan: work backwards. It is OK when: Work stated as done has Quality audit trail
Shows competent, independent people have verified achievement
The recipient should be one (or all) of the verifiers
Change & Churn

Progress has not been claimed simply on basis of hours spent
Critical chain (all key constraints) recognised and managed Resources matched to tasks & ( = faster/ better/ cheaper)
w ay Tasks aligned to deliverables & in WBS & Dictionary* ' ' al w s nnt t alt ay i i iss ass t t iportannt le a i Deliverables aligned to goal & in PBS & Dictionary* ta e r ring TTiaangleost t m pos inn hhe m ltr i t t for is m ost i s m * forthat t i financial t Goal SMAR & agreed by all stakeholders with power*TTtechnical/sccepptfauultor too fa c t ime tha t time will aacce r reaactor? i Whoo all uclea relivvry .GG Whofw nnuclear deelieery? EE. y uild t a eed bbuild of e sppeedy d s r rmo ppoomote
Resources profiled by resource pool for as far out as pool needs to be flexible Resource owners commit to project priorities at level of imperative required
*May be titled Design document or Requirements document or SoO and SoW & 143 held within the technical not project management documentation
Tools For Schedule & Resources

144
Inspect the projects Critical Chain for

Tasks whose uncertainty challenges or exceeds tolerances (Available float minus Duration uncertainty) for scheduling purposes (Rate of consumption uncertainty times Duration uncertainty) for budgeting Both the above for resource allocation
Change & Churn

If the resources have any non-project responsibilities then

Schedules need a portfolio resource profile viewed across all activity critical chains Matrix resource pools normally progress at the rate of the slowest element
Perform a bandwidth analysis for the minimum number of most important stakeholders
144
Bandwidth Analysis
145
Assess demand & supply for key resources

>60% to 80% generally a problem
Resource Units
Res-1 Available Demand Res-2 Available Demand Res-3 Available Demand
Jan Feb 30 20 20 20 10 10 6 8 2 3 0 1 88 86
Mar 40 20 10 10 3 1 84
Apr 40 20 10 12 3 1 78
May 40 20 10 10 4 3 78
Time
145
Project Meetings & Reports*

146
A control is the means to adjust project performance

All controls function by comparing (Achievement minus plan) = Variance Variance compared to tolerance = Decision and Action plus Escalation and Urgency
Change & Churn

Consider is data circulated effectively via reports completed?

Responsible author, Responsible readers, Acceptance criteria, Triggered actions, Timescales
Are meetings held/ right attendees/ effectiveness*

Ditto (often choose actions based on reports &/or triggers ad-hoc reports)
Are decisions made/ escalated/ recorded/ actioned/ closed

Mutual understanding and point/ broad-casting of information to stake holders
*Three sorts of meeting in a project: Solution proposal, Status sharing, Decision making 146
Management By Exception
147
Management By Exception (MBE) relies on

Delegated authorities plus no news is good news Spend time planning so delegation agrees what is to be done, by when with what resources Ensure delegation agrees limits of authority and the escalation mechanism Both sponsor and sponsored must understand both have duties if MBE is to work
Leave those delegated to alone to get on with the work

Impose a reporting regime if you wish rely on silence = to plan Be ready to use your authority the moment it is asked for!
147
Analysing Controls
148
Gathering checked that stakeholders understand all the controls

Controls at their own level and above/ below them
Change & Churn

Did the sponsor, project manager, team leaders and team members explain all controls identically?

Could they describe their own controls? All parties agree how status gathering, reporting, escalating & decision making works The data that informs the decisions within each control The decisions expected of each stakeholder
& when is the decision timely and consequences when wrong/ slow/ etc
How to pull the levers to achieve actions
148
Analysing Controls
149
Metrics exist for key performance indicators

Defect arrival and clear-up rate
Especially for intellectual tasks without physical embodiment
Change & Churn

Churn: changes to requirements or design or staffing or context or Milestone slippage vs. critical chain
Particularly where inflexible resource is involved
Earned value CPI & SPI* (or equivalent milestone vs. staff-day ratios)
C** = Resource expected for achieved results vs. actual resource consumption S** = Resource expected for achieved results vs. resource expected to achieve results expected at this time
Configuration management activity

Status accounting (artefact maturity reporting), Artefact check-out/ rework/ check-in cycles Physical & Functional audits [means 1) nothing lost & 2) everything works]
* CPI and SPI are performance ratios taken against achieving 149 **C for Cost & S for Schedule
Gathering Status Data

150
Impact/ Outcome focus
Sponsor
Business Impact Reporting

Results
Reporting
Programme
Traffic Lights Graphs & Trend Lines Gantt & EVM Compiled tables & reports
Deliverable Reporting
Product focus
Project Project Activity Project Progress Reporting
Only Only measures measures of of any any merit merit are are those those
Activity focus
Progress Monitoring Monitoring Activity Activity Checkpoint Checkpoint Checkpoint Checkpoint Report Report Report Report
DIRECTLY DIRECTLY
related related to to the the
Raw data Quality, Time & Resources
DELIVERABLES DELIVERABLES
150
Progress Report Template

151
Items for escalation and management support Items for escalation and management support Items not carried out to plan Items not carried out to plan Current status and progress achieved Current status and progress achieved Activity planned for next period Activity planned for next period
Items for escalation and management Items for escalation and management support support Items not carried out (within float/ tolerance) Items not carried out (within float/ tolerance) Current status and progress achieved Current status and progress achieved Activity planned for next period Activity planned for next period
151
Milestone Status - Slip Chart

Dec 05
152
Milestone delivery date (slippage)
Nov 05 Oct 05 Sep 05 Aug 05 Jul 05 Jun 05 May 05 Apr 05 Mar 05 Feb 05 Jan 05 Dec 04 Nov 04 Oct 04 Sep 04 Oct 04 Jan 05 Feb 05 Apr 05 Jun 05 Jul 05 Dec 05 Jan 06 Sep 04 Nov 04 Dec 04 Mar 05 Mar 05 Aug 05 Sep 05 Oct 05 Nov 05
Key
Event A Event B Event C Event D Event E Current reporting period
Reporting period
t Char ilppChart Sl i S
152
Milestone Accomplishments
153
EV benefits without EV costs & difficulties

Milestones need to be picked to give true picture
50 40 30 20 10 0 Jan Feb Mar Apr May Jun

Bad weather End date Previous prelim. design found to be suitable
Jul
Aug
153
Fixing Estimating
154
Estimates are the bed-rock of every plan

Fixing estimating requires a feed-back loop
Time management technique

Log activity at the hr level Review the day at end of day What was on the critical path and what was distraction
Make commitment for next time-period

Re-plan by removing or recognising impact of distractions*
Review effectiveness of corrective commitments at the end of the week or month

If they aren't effective: get outside help 1st to listen 2nd to suggest and 3rd to direct
* Adjust project end point for average velocity or change velocity154
Proposal: Planning, Monitoring & Control

155
Use analysis results to establish realistic rate of progress

Ratio of (Real progress vs. Estimated progress) is Project Velocity
% Complete Plan
Earned value analysis provides the formulae

Independent Estimate at Completion (IEAC) To Complete Performance Index (TCPI) Schedule and Cost Performance Indices
Future estimates must reflect recent velocity

Withdraw the recovery team when ratio of actual to estimate to 1 or better
S or CPI
TCPI
All un-started task dates are in the future

All non critical path tasks starts are within float
Time
155
Capability & Quality

156
156
Next: Technical Capability

157
Capability: Quality Regime Assessing the Technical Capability How Quality Should Work: Basis for Monitor & Control Verification: Basis for Monitoring & Control Validation (&Verification): How to Recognise Achievement
157
Capability: Quality Regime

158
Quality is the bridge to confirming technical capability

1st question: Have we a quality regime? 2nd What does it show?
Change & Churn Politics, Mission, Vision & Values
To be in control every (major) product & work-package must have explicit acceptance criteria*
Agreed between stakeholders prior to business case finalisation Impact of verification activity built into plans
Technol ogies, Capabili ties & Skills

Quality records exist for every intended and executed test

Tests are Recorded, Agreed, Necessary, Complete, Objective, Unambiguous, Realistic, Executed, Logged Results show Successes or (Failures & Causes) Future plans show rework and (cost effective) future preventative steps
Where relevant any contracts reflect inspection rights
*Know the standards to be used in product & task assessment Standards are a pre-requisite to reliable estimating
158
Assessing the Technical Capability

159
Use quality data to assess capability of the team to perform technical work within constraints of * When the technicians have the skills for the job rework is predictable
Right 1st time by choice: avoid costs of non-quality Or clear justification for step-wise refinement
Change & Churn
Where capability is low characteristics are:
t 1, , ttissaat 1 c roje c i ddpproje o 2 & l oublee ves t 2 & Trroube mooves tomee ... i IIee. Tescuue m in ttim R esc ullyy3 in R pef ull 3 o hhopef
Technol ogies, Capabili ties & Skills

1) Estimating starts out inaccurate ( relationship unknown) but 2) hopefully migrates to imprecise then 3) grows in precision 1) Error and rework is initially unanticipated and 2) migrates to anticipated and then to 3) prevented Morale typically high at start (new toys) then dips (ohh this is hard) then rises (we are getting the hang of this) then dips (ok thats boring, next puzzle)
* It takes as long as it takes or It takes as long as weve got 159 mostly psychology and acceptance criteria
How Quality Should Work: Basis for Monitor & Control

160
Start Specify the Product: Do Requirements capture/ Quality Planning Identify build & test skills needed, standards to follow, Acceptance criteria & method Build the Product: do the QC Apply skills to follow standards & meet acceptance criteria
Next task, quality control & logging Rework No Yes

Baselined Product
Review: Testing tools & techniques
Objective evidence of progress achieved
All tasks Complete?

Yes
Quality Records
160
Verification: Basis for Monitoring & Control

161
Built it right & well: Intermediate / structural: in-process
Process Inputs Process & Product Standards
Faults List
Proc.&Prod. Standard Verification
Process Checklist
Process Process Outputs
Check
Conform to Spectn
Milestone Achievement
Do
Quality Records
Process of evaluating that products produced meet the conditions imposed on the process
161
Validation (&Verification): How to Recognise Achievement

162
Validate Goal or Objective Validate Goal or Objective Concept Concept Validate Spec Validate Spec Requirements Requirements Interfaces Interfaces Design Design Integration Integration
White box Subsystem Unit Unit Black box Unit
Black box
System
Acceptance Acceptance
System
System Test System Test
Subsys White box Subsys
Subsystem
Fabricatn Fabricatn
Unit Test Unit Test

Unit
VERIFICATION
Review or Inspection
162
Summary
163
Cause and effect often circular

Break the chain where you have most leverage to apply a fix Grouping (affinity analysis) Cause and effect Fishbone & Pair wise comparison SIPOC
Analysis Planning, Monitoring & Control

Work backwards from quality, task, product, goal Confirm critical chain & bandwidth analysis Establish reporting Everyone understands the controls Measurement is performed (and reliable) Good estimates rely on feedback loops Calculate TCPI and compare with S/CPI Capability proved by the quality system Know the tests to be performed Use the results to confirm people are as good as you hope In process quality control In process verification & relationship to validation
Tools to analyse cause & effect
Report structure, Teams & Contracts Mission Vision Values

More impact more politics Rewards system provides leverage Wake the sleepers
Technical Capabilities

Management of Change: Own summary Change Management

All RFCs pass through the process Mandatory & Discretionary Customer & Supplier Verification is crucial to progress tracking & delivery of requirement within budget
163
Audit Findings: Proposal & Selection
164
Next
165
Sharing Initial Findings Troubled Project vs. Troubled Capability Selection: Back to the Sponsor & Decision Makers Team Design
165
Sharing Initial Findings

166
Brief the powerful before making announcements

Done before (formal) presentation & selection Just a formality? Validate the findings are correct Validate they are acceptable
It takes time to absorb what is said

Even when you know the answer Allow the old team to see the results
Remember SARAH
Listen to objections & ask for explanations behind Thats daft Allow time for dawning of but I suppose it also*
Expect yes, but our solution would have been better [if only]
*Can be speeded up but not eliminated: how much time can the sponsor afford?
166
Troubled Project vs. Troubled Capability

167
Is the project under scrutiny the exception or the rule? Are troubled projects the norm
Failure of capability Organisation has a well developed failure script
People are creatures of habit

Many people with evolved and interlocking habits can create repeated behaviours that lead to repeated conclusions Corporate tone or culture
If the malaise is wider than this project then so too must the solution be
Change the people or change the people
167
Selection: Back to the Sponsor & Decision Makers

168
Take proposals back to decision makers

Actions that could be taken to address Politics, Technologies, Plans, Change Major test of the will to change what lead to the trouble in the 1st place
Make recommendations
Present alternatives and the reasons for recommendation Expect changes
Minor change is scent marking - Major change is either sabotage (politics ) or You got it wrong (technical capability!), or They have a failure script still in play (tone/ culture/ resistance to change)
Aim for selection to be a 1-off event

All other re-thinking should be within remit of routine project steering Selected option often structured across 3 horizons 1)Stabalisation plan 2) Adjustment 3) Baselined plan to completion
168
Team Design
169
Should the original team deliver the recovered project?

Yes if they can embrace & implement changes No if in denial (consciously or sub-consciously)
Old hands = most experience , agendas & prejudices Fresh-blood = fresh idea, no baggage, most learning curve
169
Summary
170
Share findings early to validate them & allow incubation of ideas If this is "just one more troubled project" then it isn't the project that needs (or can be) fixed in isolation Present findings for authorisation Decide who is to be in the team to continue the project
170
Individual Use
172
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172
Implementation Recovery Actions
173
Next
174
Several big topics Controls, Communications & People Actions for Planning Actions for Politics Actions for Capability Actions for Change control
Controls, Communications and People

Driving Safely Iterative Set Of Steps Communications Planning & Communicating The Restart Kick-off Meetings Removing People & Adding People Stabilising the People: Morale Reward Achievement
174
Driving Safely
175
Drive as fast as the controls will allow required safety levels

Install the control matched to the required speed and safety
If the desire is speedy progress in uncertain territory then either

Delegate tolerances or ensure swift access to empowered decision makers Or accept the risk of weaker controls (steering) and higher speed is a dangerous combination Or adjust the speed to a level that is safe given the ability to control Ultimately adjustment may cancel the work-stream or even the project
Seek explicit recognition and acceptance, at all management levels, of any compromises required
175
Iterative Set Of Steps

176
Implementation is often a cycle

Major change, observe, reflect Minor change, observe, reflect Final change
1st Plan: requirements in detail, everything else imprecise**

2nd plan: design in detail rest of the project in reasonable outline 3rd plan: everything to completion in increased precision
Estimates re-based on observed progress*

Technical capability drives estimates Technical capability changes by project phase and by team Re-sync project velocity at each change of phase and per team
People issues should be dealt with once at implementation start
*Project velocity in action ** Assuming a more waterfall than iterative product lifecycle
176
Communicating The Restart

177
500 people projects go wrong more often then 5 people projects

Communication needs to handle recovery implementation is broader Same small scale communications with-in teams
Intimate, involving, 2-way, allays fears
X00 people adds new techniques & different presentation & issues
Swift delivery of same messages to all
Part of the communications plan during diagnosis

Wide-scale briefings and cascades via management chain: video support? House news-papers Explain: How it affects you/ what you will see happen
Ensure the what you will see then becomes visible

Many small wins show progress, build momentum and wider belief
177
Kick-off Meetings
178
Initiates the new-order-of-things

All participants (perhaps in 2 sessions)
Senior people first followed by everyone
Recognition of previous problems

Word from the sponsor Paragraph from the recovery project manager
Nods from the sponsor: visible, public support & illustrating chain-of-command
Statement of new directions/ roles/ procedures to deal with old issues
Lots of opportunity to ask questions

Be prepared: people ask predictable how does that affect ME questions
Provide after the event avenues for people to seek clarification
178
Removing People
179
Taking people off the project is unpleasant for you and them & for everyone else
Involve Personnel Department if the function exists Do it personally (Who does it depends on context, responsibilities etc) [If this is their first move they wont appreciate the opportunity it creates]
Make painful changes once only

Spend effort ensuring the survivors know they are now safe
Important part of assessment steps is evaluating who to keep, who to move, who to release, who to add
179
Adding People
180
Bringing in new people kills productivity of the old-hands

Brooks* law: the productive have to stop to talk to the inducted
May be an exciting or worrying time for old hands and the new arrivals
Be ready to explain how roles & responsibilities are affected People still ask predictable How does that affect ME? questions Think the answers through in advance
Source of new ideas & confusion about local working procedures

Benefits from a prepared induction pack New ideas create new challenges: provide route for them to be voiced
Fred Brooks Jr The Mythical Man-Month ISBN 0201835959
180
Stabilising the People: Morale

181
Those in denial/ in charge of the failure/ in trouble from failure/ lacking confidence/ or feeling guilty may feel threatened
Threatened people do not think or behave rationally Give them time (if appropriate) Audit is often a welcome event: Issues now out in the open
Relief that someone is finally listening
Realistic re-planning activities are a key tool for building morale Reward Achievement
Find opportunity to recognise personal & team achievement
Almost everyone will recommit when they get the chance to believe
Show people that they are making headway
rgely laargely ing l e pl l n n n g i i g h s eepaannidurrnngtthe R si R eredd du gnoosis v oovere & Diaagn cc Di si i lyysss & ps a Annal steeps A st
Get the sponsor to express recognition of recovery and of remaining issues
181

182
Change & Churn Politics, Mission, Vision & Values Planning, Monitoring & Control Technologies, Capabilities & Skills
182
Next: Planning, Monitoring & Control

183
Stabilising Lack of Control Capability DM-A: A for Architecture

DM-A: A for Authority and Finally Delegate The Real Work
Managing the Uncertainty

Problem vs. Issue
183
Stabilising Lack of Control Capability

184
Time management approach: break the work into small chunks

1st period day chunks 2nd period task chunks 3rd period as agreed with the work-package recipient
Periods often weeks

(always) Have a detailed plan for the 3 periods ahead and a indicative one to end of project Do not commit to precision that cannot be defended Eventually precision will be possible from here to the project end-point
Ensure all task (work-package) and product acceptance tests are SMAR*
*T for Triangle remember nuclear reactors!184
DM-A: A for Architecture

185
Set-up or finalise creation of the DMA Ensure that all project participants know: Who makes what decisions
What data they receive to base decision on The forums or mechanisms for raising the need for guidance The forums/ mechanisms for debating solutions The forums/ mechanisms for selecting between options The timescales for all the above & how to do any of it urgently
When the DMA is established so will the forms required, the forums held and the job descriptions of the project stakeholders
Routine of daily/ weekly/ monthly information flows & exception processes
185
DM-A: A for Authority

186
Business case and risk belongs to the sponsor & business folk
Definition of the end point, all constraints and risks over some threshold Right to change BC & R threshold as they need them changed Obligation to specify acceptance criteria
Technical solutions belong to technical folk

Definition of HOW the end-state & all acceptance criteria are achieved Right (obligation) to express contradictions between constraints Obligation (and no more) to meet specified acceptance criteria
Planning folk facilitate balanced between the above

Operate the procedures to balance What and How within acceptance criteria and constraints Provide trade-off options
186
Problem vs. Issue: A Question of Authority Levels

187
Problem: an off-plan state* within limits of authority** to address without escalation Should be notified upward

Issue: A state where we will be off-plan* that is outside authority limits** to address
By request or by error
Issues require escalation
Early warning: raising a threat or opportunity to a management level before they are required to act Both are subject to change control CC process may be more or less formal in either case
Either has happened without warning or warning signs suggest is going to be a fact187 **IE With-in or out with tolerance
Authorities
188
Direction of the market, regulators etc Unprecedented Unlimited decision Departmental & precedented decisions Technical architecture within delegated limits Realisation decisions within project limits As-built within teams limits
Mandated externally Board
Directors
Mandated corporately Market place design Programme/ project constraints Business design Programme/ project interpretation Technical design
Heads of Function Programme Management Project & Team Management Technical & Operational Expertise
188
and Finally: Delegate The Real Work!

189
Assessment determined what is truly complete (PBS)

Re-planning established what is truly left to be done Re-planning attempted to truly re-estimate
Now delegate the tasks

Ensure the right people understand their involvement in the task Timescales and all other targets or constraints
R R A A C C II
Include the business people I.E. Requirements statement, Review (Verification) and Acceptance (Validation)
S S II P P O O C C
Ensure the quality planning says how progress will be determined

Have interim inch-pebbles E.G. 5%, 10%, 25%, 66%, 80%, 95%, 100% Use the right EV types
Establish feedback loop to match progress to plan to re-replan(sic)*
* Velocity again
189
Managing the Uncertainty

190
Change control requires time for impact analysis & decisions

Include time for other overheads E.G. DMA, Risk, Progress Tracking etc
Analysis identified the risk: decided available responses

Selected response to events and outcomes
Risk will appear, not all responses will be effective

New risk and matured risks (aka issues) must be assessed vs. tolerance
Risk management before or change management after an event

Only way to avoid both is to cancel the project upon arrival of the event Risk management has guaranteed cost, but hopefully lower cost overall (anticipated) Change has zero costs when it doesnt happen
190
Summary
191
Implementation should move the project forward as fast as is safe within controls
Stay out of trouble
Change the people at the start of implementation

Removals only once Morale is involvement in planning and maintained by seeing and being appreciated for progress
Recovery often iterative refinement process Set-up the communications

Communicate the restart and continue communications during execution Recovery kick-off meeting Predict peoples questions
Planning Monitoring & Control

Use time-management's trick of small chunks Set in place the Architecture (meetings. forms people) and Authorities for decisions Delegate the real work Manage the uncertainty Handle Problems and Issues
191

192
Change & Churn Planning, Monitoring & Control

192
Next
193
Stabilising Excessive Politics Resolving Micro-Management Stabilising Capability Stabilising Lack of Technical Capability Stabilising Change Stabilising Excessive Change to Goals Stabilising Excessive Technical Change Revisiting Pulling The Plug
193
Stabilising Excessive Politics

194
Action probably sits with the sponsor

Review team may be more senior than sponsor If vexatious issues then knock-heads together If genuine debate around alternatives then either
Select one, sell it and commit to pursuing it or: Allow time for exploration and debate
The project ownership process

Establish ultimate accountability & consequence in the DMA
(Can you?) Fire a bad customer

Sometimes the best course of action is to walk-away Normally a tough call
194
Resolving Micro-Management
195
Establish the PBS & matched WBS for the management level
Limit to 4 levels Our Chunk plus Products, Sub-products, Activities, Tasks Create delegated authorities through the Work-Package and matched reporting/ escalation
Mission
Same solution for addressing absent/ dis-connected management
Why Why
& Values Business Business Design Design (Modus (Modus Operandi) Operandi) Product Lines & Product Lines & Markets Markets (Architectures) (Architectures) Project Design Project Design (Planning) (Planning) Technical Solution Technical Solution Design Design and execution and execution
What What Vision Vision
How: Strategy How: Strategy
What What Strategy Strategy
How: Goals How: Goals
What Goal What Goal
How: How: Tasks Tasks
What Tasks What Tasks
195
Impacts Impacts
Stabilising Capability
196
196
Stabilising Lack of Technical Capability

197
Change technologies (or estimates*) Or Get the people who do know

If the project is important and the people are in-house then reallocate Buy from outside: many options contractors/ consultants/ suppliers
Or Train the people you have got

Only viable when project timescales can accommodate Also needs exception plan that sets a that is realistic
Estimates includes core work, random variation and specific causes (risk)
When the people are freshly trained accurate estimates are low in precision
Explicit knowledge is not (tacit) skill until combined with experience Uncertain estimates strategic or business case risk
*Ultimately technology is estimated capability in estimates cost/ time constraints 197
Stabilising Change
198
198
Stabilising Excessive Change to Goals

199
Change to the goal is a sponsor level political issue

Bring the points of view out in the open Revisit question of available time (, authority) & expertise of those participating in the DMA
Track impact of indecision into the plan, business case and risks for presentation to the DMA
Eventually a cancel/ do or die/ or now its obvious decision will present DMA has to be matched to taking the decision that match business case constraints of
199
Stabilising Excessive Technical Change

200
Force all change through change control Defer all discretionary change to next phase
Any this is such a good idea will show itself in clear business case impact
And the stakeholders will agree: else it is not a good enough idea to overcome the politics
For customer driven mandatory change

Revisit relationship in plan based on actual project velocity Challenge suitability of those specifying requirements/ participating in acceptance activities
For supplier driven mandatory change

Select new technology or train the people or buy expertise or revisit Review quality controls influence on planning & on tasks during execution
200
Revisiting Pulling The Plug

201
Is the recovery working?

Monitoring the remedial actions repeats Gathering/ Analysis/ Selection & Recommendations May arrive at the conclusion optimism triumphs over experience again
Time to recommend closure

Beware of regret of sunk costs
People are more risk averse to loss than attracted to gain

Thought of that lost money pours more good money after the bad
201
Summary
202
Stabilising politics is (classically the sponsors job)

Level of applied management regulated via the WBS
Technical capability can be bought in or trained in

If time available
Change to goals is politics again Control of change divides discretionary from mandatory
Defer discretionary & root-cause analyse mandatory
You might still have to recommend pulling the plug

202
Reflection
203
203
Other Support Materials

204
The slides in this .pdf are static but almost every slide of the PowerPoint is animated
The PowerPoint is available for a very modest fee see website for details www.logicalmodel.net
Let me know if a narrated version would be of interest

Im currently undecided whether to invest the effort
204
Making Changes Stick
205
Next:
206
Withdrawing Trouble-Shooters Trigger for Withdrawal Recovery Closure
206
Withdrawing Trouble-Shooters
207
Choice of approach
Stabilisation team become new project management team Stabilisation team mentor old or new project management team until project health restored
Withdraw in stages by taking less active role in DMA
Reduce management level as controls shown to be effective

Or increase management level when you can demonstrate that control needs are not being met
207
Trigger for Withdrawal

208
Last periods progress matched last periods plan

We trust the same holds for future phases
Problems are arising, being identified and fed into and out of the DMA in an effective manner The team are sufficiently in control to be able to cope with removal of the steadying hand Recovery plan has probably been tweaked, and robust plan upto project end now agreed by stakeholders within the DMA
208
Recovery Closure
209
Closure of the recovery action may be due to the project running to plan or is now cancelled Hold the exit review with stakeholders
Could be part of, or separate from, the project closure meeting Compare review or recovery achievement to the Terms of Reference Present the original context, reflect on recovery facts, suggest cause and effect of recoverys level of success , suggest actions to avoid/ capitalise in the future
Understanding a failed recovery is particularly valuable

(& unlikely
209
Summary:
210
Withdraw the trouble-shooters when the project is stable

Delivering to realistic plans or Cancelled
Close-out the recovery

Particularly if recovery fails
210
Reflection
211
211
The corporate and the personal learning cycle
Learning From Experience
212
Next:
213
Never Having Another Troubled Project Project Problems are People Based Silver Bullets Summary
213
Never Having Another Troubled Project

214
Avoiding project troubles

Is it a good idea? Necessity is the mother of invention Untroubled projects may never challenge the organisation to grow May indicate the organisation is not trying hard enough*
Start every project off with the right DMA Produce accurate plans whose precision is matched to reality
Politics & external business pressures drive speed and finality of decision making Technical precedentedness drives precision of estimates and mix of right-first-time versus stepwise refinement approaches
Ability to measure plus a baseline plan installed in project

Thus ability to track current status & report to the DMA Each project compared to total portfolio business case at key points
*If you dont fail regularly you are not trying hard enough Thomas Edison (I believe)
214
Project Problems are People Based

215
All project problems can be traced to people All solutions rest with people Ultimately very little about people is rational* so do not rely on mechanical solutions to project conduct But:..
Do define the goal, contributions required, authority given, competencies needed, support & resources needed, state constraints clearly and an adequate Decision Making Architecture for everything else
Projects will always work if you involve people in solution development, address understanding & belief during planning and recognise inch-pebble achievements during execution
*Especially when under stress
215
216 Applying The Courses Messages

To ourselves, our bosses, peers, customers and reports What will you do? How? When?
I expect you think you understood what you perceived I might have said, but do you realise that what I said may not have been what I meant, or what you heard while it may still result in you having gained what you needed to gain from listening!
216
Silver Bullets
217
Either they are on the slides up to now or

There arent any
Your call Produce a Reflection slide

What we heard, What we will do with it Add problems and opportunities with implementing what we heard What you consider the nuggets, any dross and something you disagree with Your actions to implement
I expect you think you understood what you perceived I might have said, but do you realise that what I said may not have been what I meant, or what you heard while it may still result in you having gained what you needed to gain from listening!
217
Applying the Courses Messages

218
List What we heard

For each item What we will do with it. How & the stumbling blocks to overcome
Action plan
Define your vision & goals, the impacts & projects plus governance structure Draw-up a list of course based outcomes that are attractive to your group
Everything you need to do is in the course materials

Feelings? Optimistic?, Excited about/ depressed by?
218
219 If you are interested in instructor led training we would be pleased to discuss requirements


Continued
219
BigCo
y stud y tud s Case -seriials ase t r al C a e t em ree m a e the f r he f in t ded in ed nclu d t iinclu No t No
220
In this session
The context for Implementation
END
221

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In the beginning was THE PLAN. And then came The Assumptions.

Ass Simon Harris, PMP, CGEIT, IPMA-D, P2RP

&R g s i n ct gno roje Di a P ng

Logical Model Ltd 2011

t j ec Pro d ble rou ills T Sk ng ri e

Logical Model Ltd +44 84 52 57 57 07

Who Are Logical Model Ltd (LML)?

Consultancy & training in

Logical Model Ltd +44 84 52 57 57 07

Logical Model Ltd 2011 Logical Model Ltd consult@logicalmodel.net

Ignorance is more expensive than education

Assessing, Diagnosing and Recovering Troubled Projects

Introductions & Logistics Overview

The Good IPECC Summary (Avoiding Troubled Projects) Setup

Conducting The Assessment

Implementation Recovery Actions Making Changes Stick Learning From Experience

Logical Model Ltd +44 84 52 57 57 07

Logical Model Ltd 2011 Logical Model Ltd consult@logicalmodel.net

Ways To Get The Project Wrong

Tell me your business & market-place equivalents

Logical Model Ltd +44 84 52 57 57 07

Logical Model Ltd 2011 Logical Model Ltd consult@logicalmodel.net

Logical Model Ltd +44 84 52 57 57 07

Logical Model Ltd 2011 Logical Model Ltd consult@logicalmodel.net

Inspired by Who Moved My Cheese by Dr Spenser Johnson an excellent 45 minute read

Free Materials: My Assumption

Logical Model Ltd +44 84 52 57 57 07

Free SMA Materials: My Assumption

A typical sponsors of projects should probably reader of these materials too

Logical Model Ltd +44 84 52 57 57 07

Logical Model Ltd 2011 Logical Model Ltd consult@logicalmodel.net

Who Are We All?

Name, Role and Organisation: Telling others about yourself

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2 Types of session (mostly alternate)

Use: exploration of meaning

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Feedback & Learning log

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Overview Concepts, Definitions & Assessment Methodology

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Fixing the Troubled Project

No such thing as bad whether

A troubled project is one being run to an unrealistic plan

Assessment is thus about creating a realistic plan

Logical Model Ltd +44 84 52 57 57 07

Logical Model Ltd 2011 Logical Model Ltd consult@logicalmodel.net

Your client has initiated a project

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Logical Model Ltd 2011 Logical Model Ltd consult@logicalmodel.net

Logical Model Ltd +44 84 52 57 57 07

Logical Model Ltd 2011 Logical Model Ltd consult@logicalmodel.net

Degree: Incompetence or Negligence

Size (or number of) Variances

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Required decisions made in timely fashion

Decisions NOW being made as required

Involvement from decision makers required Else cancel

Different decisions or decision makers required Else cancel

Under Remedial Care

Logical Model Ltd 2011 Logical Model Ltd consult@logicalmodel.net

How do projects come to be troubled?

No plan, no monitoring, no steering or