© francis hartman 2001 smart management™ what goes wrong on projects francis hartman phd feic...
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© Francis Hartman 2001
SMART Management™
What goes wrong on projectsFrancis Hartman PhD FEIC MIMgt PEng
TeleconferenceCalgary, April 2001
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© Francis Hartman 2001
Agenda
Do we have a problem here?What SMART Management isWhy it works betterSome examples
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© Francis Hartman 2001
Do we have a Problem?
Time to commute?Buy me a car . . .A typical family outing . . .Getting a haircut . . .
The IDAHO test
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© Francis Hartman 2001
Predictions . . .
2001
Change Management
Distributed Teams and PM Maturity
Stakeholder Alignment
Alliances/ Better Contracts
Risk Management
20001999
19981997
1996
Executive Level PM
International PM Standards
Business Clusters
Trust
C.R.Contracting
Enterprise Evolution
WAG!
20022003
20042005
2006DDF+
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© Francis Hartman 2001
What is so different?
Technology2
Complexity (merging, competing, partnering…)
Uncertainty, harder to predict outcomesBetter Business relationships
Can we learn from this? Needed Predictability Better Results
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© Francis Hartman 2001
Why SMART PM?
Faster and Cheaper ProjectsHigher end-customer satisfactionLower team Stress and turnoverBetter quality and creativityEasier to make mid-course correctionsEliminate “wrong” ProjectsReduce rework and “churn”
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© Francis Hartman 2001
The PM “Stuff”
CPM PowerPassion PowerJust-go-do-it - the Strategy disconnectPM is technical and tactical - career
limiting, so not the best?Lots of Detail - lose the big pictureMeasure the wrong stuff!
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© Francis Hartman 2001
Management made Wrong - STUPID Cycle
Promise and Lie
Team ofSuperheroes
Confirm the LieDelivery -
and Lie some more . . .
Blame
Punish theinnocent,
Reward the Uninvolved
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© Francis Hartman 2001
Management made RIGHT - SMART Cycle
ProjectObjectives
ProjectTeam
ProjectCharter
ProjectDelivery
CompletionLearning
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© Francis Hartman 2001
Are we SMART today?
Concept Dev’t Design Impl’n Accept Operation
Optimism Comp’cy Panic Anger Hate Disapp’t Concep
t
Optimism
INSANITYINSANITY
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© Francis Hartman 2001
SMART™ Program Charter...
S.B.SS.B.S
MissionKRAs
(Stakeholders)
Deliverables
Exclusions
3-D Schedule3-D Schedule
Won,Done, WhoWon,Done, Who
3 Questions3 Questions
O ImpactO ProbabilityO ControllabilityO Monte Carlo SimulationO RegisterO Mitigation PlanO Contingency Mgt.
O ImpactO ProbabilityO ControllabilityO Monte Carlo SimulationO RegisterO Mitigation PlanO Contingency Mgt.
$,t,Q$,t,Q
PriorityTrianglePriorityTriangle
Carley Graphor P.E.V.Carley Graphor P.E.V.
RACI+ ChartRACI+ Chart Risk ManagementRisk Management
DeliverableDeliverableDeliverable
DeliverableDeliverable
Deliverable Deliverable
ProcessP/L/O/T
ProcessP/L/O/T
ProcessP/L/O/T
ProcessP/L/O/T
Decision Decision
NeedsNeeds NeedsNeeds NeedsNeeds NeedsNeeds
Project Details
O DeliverableO Gantt ChartO People/RolesO Plus...
t $
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© Francis Hartman 2001
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© Francis Hartman 2001
Priority Triangle
Time Performance
Cost
XX
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© Francis Hartman 2001
Alignment with 3 Questions
Who? Won? Done?
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© Francis Hartman 2001
Putting it together. . .
Open Communication
Ownership
Risk-taking
Creativity
Fun
Tribalism
Trust
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© Francis Hartman 2001
Icons
Icons are specific to a user Summary of status of their span of
controlSensitivities set by userDriven by business not by procedureCurrency maintained through time-
outs
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© Francis Hartman 2001
Preview: SMART Trust Model - 1
Emotional Competence EthicalUnconscious Evidence based Experiential(Irrational) (Stable) (Volatile)
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SMART Management MatrixPh
ase
or
Stat
e*
Focu
sW
hat w
e
do (& u
se)
Trus
t**
Span
of
Con
trol
Sust
aina
bilit
ySh
are
Val
ue(V
S)
Cha
nge
Stat
e
(Gro
wth
)
Vs=f(R+Ef(S))GAS - HOT
LIQUID - WARM
SOLID - COLD
SocialSocietalCultural
BusinessCommerce
Political
ToolsTechnologyTechnical
Competence
(Knowledge)
Process(Procedure)
Delivery(Tools)
Intuitive
Integrity
Competence Project
Program
Enterprise FutureWINNER
Today’sCHANGE
StableOPS.
Vs=f(R+E)
Vs=f(R)
Master(Lead)
Journey-man
(Comply)
Apprentice(Follow)
* Inspired by and Adapted from Jennifer Krahn**Developed with input from Elke RomahnCONTACT: [email protected]:(403)239-0207 Cel: (403)667-7338
R = Return; E = Expected Return; S = Shadow Expectation
Francis Hartman Holdings Ltd. 2001
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© Francis Hartman 2001
Summary
Strategies are just large programs or projects
Manage objectives in a business as Deliverable Items
Use rolling wave budget and planning approaches - so you can roll with the punches
Be SMART and Keep it Simple...
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© Francis Hartman 2001
Released in April 2000
PEOPLE SAY:•A better way •It is so simple•I am using it already
PEOPLE KNOW:•SMART Saved us over $60 million on the first project •…expect over 25% cost and time reduction•Savings are only the beginning…
Amazon.comtop 2% since
publication
Amazon.comtop 2% since
publication
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© Francis Hartman 2001
Any questions?Any questions?
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© Francis Hartman 2001
Who has used S.M.A.R.T. ?
Shell Carewest KPMGNortel C.R.H.A. Alliance PipelineAmoco Glenbow Museum Prairie CoalTerradyne O.E.C.D. Revay and Assoc.Titan Electric SNC-Lavalin Nova ChemicalsAgra Monenco Imperial Oil TransCanada Pipe-Mobil Vanbots linesSyncrude Digital C.D.C.PanCanadian R.S.I. InfotechBanff Centre for Arts Nowsco Banff M’g’t Centre
. . . and numerous other companies and individuals involved in the development of SMART Project Management™