1. 12 Fatal Mistakes presented by Russell Martin & Associates (317) 475-9311 info@russellmartin.com www.russellmartin.com R U S SE L L M A R T I N Russell Martin & Associates www.russellmartin.com & A S S O C I A T E S

2. Content DEFINE the Project Charter PLAN the PROJECT MANAGE the Chaos TRANSITION to Maintenance Page 1 Russell Martin & Associates www.russellmartin.com

3. WhyNot?Page 2 Russell Martin & Associates www.russellmartin.com

4. Whats Different? Projects are Flash MobsPage 3 R U S SE L L M A R T I N Russell Martin & Associates www.russellmartin.com & A S S O C I A T E S

5. Dare to Properly Steps to Great Projects Manage Resources! Define Plan Manage Review ENDSTART initiate plan monitor close 1. Set Business 1. Determine 1. Control work 1. Close the project Objectives Milestones in progress 2. Turn over 2. Establish Project 2. Schedule Task 2. Provide deliverables Scope Dependencies status and 3. Hold Project feedback 3. Set Project 3. Adjust for Review Objectives Resource 3. Leverage 4. Celebrate Dependencies Governance 4. Mitigate Risks accomplishments 4. Create budget 4. Resolve 5. Establish Constraints conflict 6. Plan communications 7. Establish Governance Plan Page 4 R U S SE L L M A R T I N Russell Martin & Associates www.russellmartin.com & A S S O C I A T E S

6. DEFINEtheProjectCharter Roles Return on Investment Scope Project Objectives Risk/Constraints Communications Plan Change/ Governance Plan Page 5

7. #1 Return on Investment: Business ObjectivesThe GreekGoddess of MyBusiness project will Increase Revenue by Avoid Cost Improve Service Also Reaction to government regulation Reaction to competitive pressures Page 6 R U S SE L L M A R T I N Russell Martin & Associates www.russellmartin.com & A S S O C I A T E S

8. #2 Roles The Sponsor Legal Internal Finance Experts (SMEs) The Project External Vendors/ ManagerExperts (SMEs) Contractors the project The Dedicated Functional Project Team Customers Leaders Developers Administrative Support Page 7 R U S SE L L M A R T I N Russell Martin & Associates www.russellmartin.com & A S S O C I A T E S

9. Roles Outline key accountabilities for the projects Identify the accountabilities that you currently have on the team Determine the gap Create jobs / project organizational structure Hire accountabilities (in/out) Onboard new rolesPage 8 R U S SE L L M A R T I N & A S S O C I A T E S

10. #3 DEFINE The Scope Diagram Governance Needs Sponsor: Charities CEO Budget Status Volunteers Volunteer Communication Plan Food Day Project Budget Training Corporate Schedule Available Communications Catering Employees R U S SE L L M A R T I NPage 9 Russell Martin & Associates www.russellmartin.com & A S S O C I A T E S

11. #4 Develop Project Objectives So What? Concrete and specific Measurable Achievable and realistic Time-bound Refers to project deliverablesSystem Objectives Product/Service Cost / Revenue Learning / Objectives Related Objectives Performance Related ObjectivesPage 10 Russell Martin & Associates www.russellmartin.com R U S SE L L M A R T I N & A S S O C I A T E S

12. #5 Document Risks Overall Project Risk Average: Size - How big is this project or how long will it take relative to others you have done? Rated 1(small) - 10(large) Structure - How stable are the requirements? Rated 1(fixed) - 10(undefined) Technology - How understood is the technology and procedures? Rated 1(old) - 10(new)Page 11 Russell Martin & Associates www.russellmartin.com R U S SE L L M A R T I N & A S S O C I A T E S

13. So What?13 Wing this project46 Do a quick project charter, high level project plan78 Block regular project management time9 10 Block frequent time, clear your schedule and plan NOW to cut the scope > 5 Mitigate the RiskPage 12 Russell Martin & Associates www.russellmartin.com R U S SE L L M A R T I N & A S S O C I A T E S

14. PLAN thePROJECTPLAN MethodologiesPage 13

15. Create the Project Schedule Determine Find Task Find Resource Determine the milestones Dependencies Dependencies Schedule and tasks What What tasks Whos What tasks have to available dates are need to be done to help? fixed? be done? first?Standard Pillage THEN Do not plan Work back frommethodologies Burn multi-tasking the known dateFlows on Scope Choose the best constraintsDiagram resource for the ReasonabilityTraining, meeting right task based ons,Page 14 communication Russell Martin & Associates www.russellmartin.com experience R U S SE L L M A R T I N & A S S O C I A T E S

16. What is a Methodology? A repeatable series of tasks or set of practices grouped into phases to create or do something. Includes: Tasks with a recommended order Milestones (usually Phases that are done) Supporting Tools Implied Skill SetsPage 15 R U S SE L L M A R T I N & A S S O C I A T E S

17. ADDIE (Instructional Systems Design) 2/3 duration 1/3 durationPage 16 R U S SE L L M A R T I N & A S S O C I A T E S

18. Sample ADDIE: Plans Key Information: Key Information:1) Enter the Project Due Date; the Project Start Date will be added 3)Check your dates to make sure there are no holidays. 1) Enter the Project Start Date; the Project End Date will be added automatically as 3) Check your dates to make sure there are no holidays.automatically. Adjusting the Duration in Days for Tasks will change the Project 4)Review task deliverables and adjust Duration in Days accordingly. the last date in the Evaluation section. 4) Review task deliverables and adjust accordingly.Start Date. 5) Strikethrough tasks that do not apply to this project and enter a "0" 2) Due Dates and Duration in Days for Milestones will be added automatically as 5) Strikethrough tasks that do not apply to this project and enter a "0"2) Milestone Dates and Duration in Days will be populated automatically from the for the Duration in Days. the last due date in the section. for the duration.last due date in the section Project Start Date: 09/07/11 Project Due Date: 10/02/12 Project Start Date: 09/07/11 Project Due Date: 10/01/12 Duration in On Time Duration in On Time Phase Milestone Task Due Date Task Owner Comment Phase Milestone Task Due Date Task Owner Comment Days Y/N Days Y/N Analysis Project Initiation 10 09/21/11 5 Percent Complete: 20% Analysis Project Initiation 9 09/20/11 5 Percent Complete: 80% Needs analysis 2 09/09/11 Y Needs analysis 3 09/12/11 Y Tasks starting from receiving Cost/Benefit Analysis 1 09/13/11 Y Cost/Benefit Analysis 3 09/14/11 N Tasks starting from receiving the customer request and Obtain customer sign-off of the customer request and Obtain customer sign-off of occurring until after kick-off needs/benefit analysis 2 09/15/11 Y needs/benefit analysis 2 09/16/11 N occurring until after kick-off meeting. meeting. Setup initial kickoff meeting 2 09/19/11 Y Setup initial kickoff meeting 2 09/20/11 N Conduct kickoff meeting 1 09/20/11 N Conduct kickoff meeting 1 09/21/11 N Develop Document of Understanding 7 09/29/11 7 Percent Complete: 0% Develop Document of Understanding 7 09/30/11 7 Percent Complete: 0% Determine target audience 1 09/21/11 N Refine learning goals/objectives Determine target audience 1 09/22/11 N and connect to organizational 1 09/22/11 N Refine learning goals/objectivesANALYSIS goals and connect to organizational 1 09/23/11 N Identify the learners ANALYSIS Process of defining Identify the learners goals needs and project audience, goals, possible Outline possible deliverables 1 09/23/11 N needs and project Process of defining constraints. deliverables, interim audience, goals, possible Outline possible deliverables 1 09/26/11 N Create an interim timeline 1 09/26/11 N constraints. timelines, success factors, deliverables, interim and having customer agree Identify and determine success timelines, success factors, Create an interim timeline 1 09/27/11 N to plan. factors 1 09/27/11 N and having customer agree Identify and determine success to plan. factors 1 09/28/11 N Review draft DOU with your senior leader 1 09/28/11 N Review draft DOU with your senior leader 1 09/29/11 N Obtain customer/senior leader sign-off of DOU 1 09/29/11 N Obtain customer/senior leader sign-off of DOU 1 09/30/11 N Data collection 15 10/20/11 3 Percent Complete: 0% Data collection 15 3 Percent Complete: 0% Background research 5 10/06/11 N Research is done at this Background research 5 10/07/11 N Interview SMEs 5 10/13/11 N time. Research is done at this Location visit (audience Interview SMEs 5 10/14/11 N interviews) 5 10/20/11 N time. Location visit (audience Design Create project plan 7 10/31/11 5 Percent Complete: 0% interviews) 5 10/21/11 N Define scope of work and Design Create project plan 7 11/01/11 5 Percent Complete: 0% deliverables 3 10/25/11 N Define scope of work and 3 10/26/11 N Identify project team 1 10/26/11 N deliverables Define scope of work, project Describe the project goals in teams, detailed goals, and Identify project team 1 10/27/11 N firm timelines for your senior detail outlining roles and 1 10/27/11 N Define scope of work, project Describe the project goals in responsibilities teams, detailed goals, and leaders approval. detail outlining roles and 1 10/28/11 N Define timeline 1 10/28/11 N firm timelines for your senior responsibilities leaders approval. Submit to your senior leader for Define timeline 1 10/31/11 N review and approval 1 10/31/11 N Submit to your senior leader for review and approval 1 11/01/11 NDESIGN Choose the best Develop design documents 7 11/09/11 6 Percent Complete: 0% intervention and plan DESIGN Defining objectives for each Choose the best Develop design documents 7 11/10/11 6 Percent Complete: 0% how to execute. 1 11/01/11 N intervention and plan deliverable Defining objectives for each how to execute. 1 11/02/11 N Design Document Overview deliverable (Goals/Context/Learner Analyses) 1 11/02/11 N Design Document Overview Define objectives for each (Goals/Context/Learner Analyses) 1 11/03/11 N deliverable and Objective-Assessment Blueprint 1 11/03/11 N Define objectives for each outline/storyboard project for deliverable and Objective-Assessment Blueprint 1 11/04/11 N your senior leaders and Outline/storyboard 2 11/07/11 N outline/storyboard project for Customers approval. your senior leaders and Outline/storyboard 2 11/08/11 N Review design doc with your Customers approval. senior leader 1 11/08/11 N Review design doc with your senior leader 1 11/09/11 N Obtain sign-off from your senior leader and customer 1 11/09/11 N Obtain sign-off from your senior leader and customer 1 11/10/11 N Development Scripting 35 12/28/11 5 Percent Complete: 0%Page 17 R U S SE L L M A R T I N & A S S O C I A T E S

19. SAM: Successive Approximation Model Allen Interactions www.alleninteractons.comPage 18 R U S SE L L M A R T I N & A S S O C I A T E S

20. Structured IT DevelopmentPage 19 R U S SE L L M A R T I N & A S S O C I A T E S

21. RAD: Rapid Application DevelopmentPage 20 R U S SE L L M A R T I N & A S S O C I A T E S

22. AgilePage 21 R U S SE L L M A R T I N & A S S O C I A T E S

23. Six SigmaPage 22 R U S SE L L M A R T I N & A S S O C I A T E S

24. Lean Six Sigma: DMAICPage 23 R U S SE L L M A R T I N & A S S O C I A T E S

25. #6 Milestones vs. TasksMILESTONE 1. Analysis Complete 2. Approve Requirements 3. Requirements Approved 4. Build Use CasesTASK 5. Testing Finalized 6. Run Test Scripts 7. Determine Final Metrics Goal 8. Do AnalysisNEITHER Page 24 R U S SE L L M A R T I N & A S S O C I A T E S

26. Grown Up Definitions EXAMPLES:A milestone is a date that is used to measure whether theproject is on track. START and END are milestones. ANALYSIS DoneMilestones are often used to measure when a group of relatedtasks and/or subprojects will be completed. Alias: phase Create UseA task is a small unit of work (guideline: less than two weeks Casesto complete) that you can assign to a person (projectstakeholder or team member) who will ensure its completion(not necessarily by them). Aliases: activity, work ConstructA sub-project is a deliverable which will be created through Websitea related group of tasks assigned to a project stakeholderwith the expertise to figure out what the tasks need to be. Completed WebsiteA deliverable is a finished product relating to a projectgoal/objective.Page 25 R U S SE L L M A R T I N & A S S O C I A T E S

27. Steps to Great Learning Analyze Design Develop Implement EvaluateAnalyze the Design a Build the Roll Out the Evaluate business learning Solution Solution Success need / solution learning given current objectives constraints Maintain PROCESSPage 26 R U S SE L L M A R T I N & A S S O C I A T E S

28. Steps to Great Learning Projects: DEFINE DefineSTART Business Objs Roles Scope Project Objs Risk/Constraints Analyze Analyze the business need / learning objectivesPage 27 R U S SE L L M A R T I N & A S S O C I A T E S

29. Steps to Great Learning Projects: PLAN Define Plan START Business Objs Roles Scope Project Objs Risk/Constraints Analyze Design Develop Implement Analyze the Design a Build the Roll Out the business learning Solution Solution need / solution given learning current objectives constraintsPage 28 R U S SE L L M A R T I N & A S S O C I A T E S

30. Steps to Great Learning Projects: MANAGE Define Plan ManageSTART Business Objs Roles Scope Tasks to be done ADAPT as Project Objs Risk/Constraints change occurs Analyze Design Develop Implement Analyze the Design a Build the Roll Out the business learning Solution Solution need / solution given learning current objectives constraints Page 29 R U S SE L L M A R T I N & A S S O C I A T E S

31. Steps to Great Learning Projects: Traditional Define Plan Manage Review ENDSTART Business Objs Roles ADAPT as Evaluate Scope Tasks to be done Project Objs change PROJECT Risk/Constraints occurs and LEARNING Analyze Design Develop Implement Evaluate Analyze the Design a Build the Roll Out the Evaluate business learning Solution Solution Success need / solution given learning current objectives constraints Maintain PROCESS Page 30 R U S SE L L M A R T I N & A S S O C I A T E S

32. Maintain PROCESS Steps to Agile Learning Projects Define Plan Manage Review ENDSTART Business Objs Roles ADAPT as Evaluate Scope Tasks to be done Project Objs change PROJECT Risk/Constraints occurs and LEARNING Analyze Design Develop Implement Evaluate Analyze the Design a Build the Roll Out the Evaluate business learning Solution Solution Success need / solution given learning current objectives constraints R U S SE L L M A R T I N Page 31 & A S S O C I A T E S

33. #7 Estimating"Heres a good question. How long does Top 10 Project Factorsit take to catch a fish? Ridiculous, you Team skills and experiencesay. One cant estimate the time to catch Level and quality of sponsorshipa fish. It could be just after you cast a Level and quality of stakeholderline in the water. It might be never. Or buy-inanywhere in between. As ridiculous as Sizethis sounds, that is just the feeling that Complexity / Requirementsgoes through our minds when we are changeasked to estimate the duration for a task. Quality requiredOur first thought is How the h*** should Development tools and workI know? But we cant get away with this. environmentSo we dig in and take a scientific stab at Level of innovation requiredthe task duration. Product stability required Schedule constraints (realism)- Practical Project Management, HarveyLevine Page 32 R U S SE L L M A R T I N & A S S O C I A T E S

34. YES, and the impact will be #8 Managing Scope this Every change and great idea = more scope (time/cost) Accept the change and increase time and cost Accept the change and increase the size of the project team to stay on track Accept the change and eliminate an equal amount of other tasks/milestones Put the idea in the next release (not your project) Reject the idea because the value (business and project objectives impact) does not justify the cost Page 33 R U S SE L L M A R T I N & A S S O C I A T E S

35. #9 Managing IssuesPage 34 R U S SE L L M A R T I N & A S S O C I A T E S

36. Issue Issues become tasks on the schedulePage 35 R U S SE L L M A R T I N & A S S O C I A T E S

37. #10Transition Planning DISTRIBUTION: Distribute Product (software) Package and distribute product Distribute installation informationOptions Conduct integration test for product Conduct user acceptance test for software(Products, Processes) Conduct reviews for product Perform configuration control for product Incremental Implement documentation for product Install Product (software) implementation or Install product (packaged software) and database data Install any related hardware for the product phased approach, Document installation problems Accept Product (software) in Operations Environment Parallel execution, Compare installed product (software) to acceptance criteria Conduct reviews for installed product (software) One-time conversion Perform configuration control for installed product (software) and switchover or OPERATIONS: Any combinations of Operate the System Utilize installed software system the above. Monitor performance Identify anomalies Produce operations log Conduct reviews for operations logs Perform configuration control for operations logs Provide Technical Assistance and Consulting Provide response to technical questions or problems Log problems Maintain Support Request Logs Record support requests Record anomalies Conduct reviews for support request logs MAINTENANCEL Identify Product (software) Improvements Needs Identify product improvements Develop corrective/perfective strategies Produce product (software) improvement recommendations Implement Problem Reporting Method Page 36 R U S SE L L M A R T I N & A S S O C I A T E S

38. #11 The Lifecycle of a Project Success! Unenlightened optimismEnthusiasm Dawning pessimism Pre-completion panic Enlightened optimism Time Adapted from Robert Lewis book Bare Bones Project Management Page 37 R U S SE L L M A R T I N & A S S O C I A T E S

39. #12 More HELP? At www.russellmartin.com: Purchase books Get our LEARNING FLASH e-zine for more tips and tools Find out about workshops, webinars, e- learning and virtual alumni communities @nolecture Lou RussellPage 38 Russell Martin & Associates www.russellmartin.com R U S SE L L M A R T I N & A S S O C I A T E S