12 fatal mistakes lds make

R U S SE L L M A R T I N A S S O C I A T E S&

12 Fatal Mistakes

presented by

Russell Martin & Associates (317) 475-9311 [email protected] www.russellmartin.com

© Russell Martin & Associates www.russellmartin.com

Content • DEFINE the Project

Charter

• PLAN the PROJECT

• MANAGE the Chaos

• TRANSITION to Maintenance



Why Not?


What’s Different? Projects are Flash Mobs

Page 3 © Russell Martin & Associates www.russellmartin.com


Dare to Properly Manage Resources!

Define Plan Manage Review END START

1. Set Business Objectives

2. Establish Project Scope

3. Set Project Objectives

4. Mitigate Risks

5. Establish Constraints

6. Plan communications

7. Establish Governance Plan

1. Determine Milestones

2. Schedule Task Dependencies

3. Adjust for Resource Dependencies

4. Create budget

1. Control work in progress

2. Provide status and feedback

3. Leverage Governance

4. Resolve conflict

1. Close the project

2. Turn over deliverables

3. Hold Project Review

4. Celebrate accomplishments

Steps to Great Projects

initiate plan monitor close


DEFINE the Project Charter • Roles

• Return on Investment

• Scope

• Project Objectives

• Risk/Constraints

• Communications Plan

• Change/ Governance Plan


Improve Service

Increase Revenue

Avoid Cost

Also… • Reaction to government regulation • Reaction to competitive pressures

#1 Return on Investment:

Business Objectives

Page 6

by…

My project will…


The Greek Goddess of Business


the project

The Sponsor

Internal Experts (SMEs)

Finance

Customers Functional Leaders

The Project Manager

The Dedicated Project Team

#2 Roles


Developers

External Experts (SMEs)

Administrative Support

Vendors/ Contractors

Legal

R U S SE L L M A R T I N A S S O C I A T E S& Page 8

• 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 roles

Roles


#3 DEFINE The Scope Diagram

Charities Sponsor:

CEO

Volunteer Day

Project

Catering

Volunteers

Food

Budget Sch

edule

Budget

Ava

ilable

Corporate Communications

Employees

Communication Plan

Status

Tra

inin

g

Governance Needs

© Russell Martin & Associates www.russellmartin.com Page 9


#4 Develop Project Objectives

“ So What?” • Concrete and specific • Measurable • Achievable and realistic • Time-bound • Refers to project deliverables


System Objectives Product/Service Objectives

Cost / Revenue Related Objectives

Learning / Performance

Related Objectives


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)

#5 Document Risks

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1 – 3 Wing this project

4 – 6 Do a quick project charter, high level

project plan

7 – 8 Block regular project management time

9 – 10 Block frequent time, clear your schedule

and plan NOW to cut the scope

So What?

> 5 Mitigate the Risk

Page 12 Page 12 © Russell Martin & Associates www.russellmartin.com

PLAN the PROJECT PLAN • Methodologies


What tasks

need to be done?

What tasks

have to be done

first?

Who’s available to help?

What dates are

fixed?

Determine milestones and tasks

Find Task Dependencies

Find Resource Dependencies

Determine the Schedule

•Standard methodologies •Flows on Scope Diagram •Training, meetings, communication

•Pillage THEN Burn

•Do not plan multi-tasking •Choose the best resource for the right task

•Work back from the known date constraints •Reasonability based on experience

Create the Project Schedule



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 Sets


ADDIE (Instructional Systems Design)

2/3 duration 1/3 duration


Sample ADDIE: Plans

09/07/11 Project Due Date: 10/01/12

Phase Milestone TaskDuration in

DaysDue Date Task Owner Comment

On Time

Y/N

Analysis 9 09/20/11 5 Percent Complete: 80%

Needs analysis 3 09/12/11 Y

Cost/Benefit Analysis 1 09/13/11 Y

Obtain customer sign-off of

needs/benefit analysis2 09/15/11 Y

Setup initial kickoff meeting 2 09/19/11 Y

Conduct kickoff meeting 1 09/20/11 N

7 09/29/11 7 Percent Complete: 0%

Determine target audience 1 09/21/11 N

Refine learning goals/objectives

and connect to organizational

goals

1 09/22/11 N

Outline possible deliverables 1 09/23/11 N

Create an interim timeline 1 09/26/11 N

Identify and determine success

factors1 09/27/11 N

Review draft DOU with your senior

leader1 09/28/11 N

Obtain customer/senior leader

sign-off of DOU1 09/29/11 N


Background research 5 10/06/11 N

Interview SMEs 5 10/13/11 N

Location visit (audience

interviews)5 10/20/11 N

Design 7 10/31/11 5 Percent Complete: 0%

Define scope of work and

deliverables 3 10/25/11 N

Identify project team 1 10/26/11 NDescribe the project goals in

detail outlining roles and

responsibilities

1 10/27/11 N

Define timeline 1 10/28/11 N

Submit to your senior leader for

review and approval1 10/31/11 N


Defining objectives for each

deliverable1 11/01/11 N

Design Document Overview

(Goals/Context/Learner Analyses)1 11/02/11 N

Objective-Assessment Blueprint 1 11/03/11 N

Outline/storyboard 2 11/07/11 N

Review design doc with your

senior leader1 11/08/11 N

Obtain sign-off from your senior

leader and customer1 11/09/11 N

Development 35 12/28/11 5 Percent Complete: 0%Scripting

Create project plan

DE

SIG

N Choose the best

intervention and plan

how to execute.

Define scope of work, project

teams, detailed goals, and

firm timelines for your senior

leader’s approval.

Develop design documents

Define objectives for each

deliverable and

outline/storyboard project for

your senior leader’s and

Customer’s approval.

AN

AL

YS

IS

Identify the learners’

needs and project

constraints.

Tasks starting from receiving

the customer request and

occurring until after kick-off

meeting.

Develop Document of Understanding

Process of defining

audience, goals, possible

deliverables, interim

timelines, success factors,

and having customer agree

to plan.

Data collection

Research is done at this

time.

Project Initiation

<Enter Project Title Here)Key Information:

1) Enter the Project Due Date; the Project Start Date will be added

automatically. Adjusting the Duration in Days for Tasks will change the Project

Start Date.

2) Milestone Dates and Duration in Days will be populated automatically from the

last due date in the section

3)Check your dates to make sure there are no holidays.

4)Review task deliverables and adjust Duration in Days accordingly.

5) Strikethrough tasks that do not apply to this project and enter a "0"

for the Duration in Days.

Project Start Date:09/07/11 Project Due Date: 10/02/12

Phase Milestone TaskDuration in

DaysDue Date Task Owner Comment

On Time

Y/N

Analysis 10 09/21/11 5 Percent Complete: 20%

Needs analysis 2 09/09/11 Y

Cost/Benefit Analysis 3 09/14/11 N

Obtain customer sign-off of

needs/benefit analysis2 09/16/11 N

Setup initial kickoff meeting 2 09/20/11 N

Conduct kickoff meeting 1 09/21/11 N


Determine target audience 1 09/22/11 N

Refine learning goals/objectives

and connect to organizational

goals

1 09/23/11 N

Outline possible deliverables 1 09/26/11 N

Create an interim timeline 1 09/27/11 N

Identify and determine success

factors1 09/28/11 N

Review draft DOU with your senior

leader1 09/29/11 N

Obtain customer/senior leader

sign-off of DOU1 09/30/11 N

15 3 Percent Complete: 0%

Background research 5 10/07/11 N

Interview SMEs 5 10/14/11 N

Location visit (audience

interviews)5 10/21/11 N

Design 7 11/01/11 5 Percent Complete: 0%

Define scope of work and

deliverables 3 10/26/11 N

Identify project team 1 10/27/11 NDescribe the project goals in

detail outlining roles and

responsibilities

1 10/28/11 N

Define timeline 1 10/31/11 N

Submit to your senior leader for

review and approval1 11/01/11 N


Defining objectives for each

deliverable1 11/02/11 N

Design Document Overview

(Goals/Context/Learner Analyses)1 11/03/11 N

Objective-Assessment Blueprint 1 11/04/11 N

Outline/storyboard 2 11/08/11 N

Review design doc with your

senior leader1 11/09/11 N

Obtain sign-off from your senior

leader and customer1 11/10/11 N

DE

SIG

NA

NA

LY

SIS

<Enter Project Title Here>

Project Start Date:

Process of defining

audience, goals, possible

deliverables, interim

timelines, success factors,

and having customer agree

to plan.

Data collection

Research is done at this

time.

Key Information:

1) Enter the Project Start Date; the Project End Date will be added automatically as

the last date in the Evaluation section.

2) Due Dates and Duration in Days for Milestones will be added automatically as

the last due date in the section.

3) Check your dates to make sure there are no holidays.

4) Review task deliverables and adjust accordingly.

5) Strikethrough tasks that do not apply to this project and enter a "0"

for the duration.

Project Initiation

Identify the learners’

needs and project

constraints.

Tasks starting from receiving

the customer request and

occurring until after kick-off

meeting.

Develop Document of Understanding

Create project plan

Choose the best

intervention and plan

how to execute.

Define scope of work, project

teams, detailed goals, and

firm timelines for your senior

leader’s approval.

Develop design documents

Define objectives for each

deliverable and

outline/storyboard project for

your senior leader’s and

Customer’s approval.


SAM: Successive Approximation Model

Allen Interactions www.alleninteractons.com

http://www.alleninteractons.com/


Structured IT Development


RAD: Rapid Application Development


Agile


Six Sigma


Lean Six Sigma: DMAIC


#6 Milestones vs. Tasks

1. Analysis Complete 2. Approve Requirements 3. Requirements Approved 4. Build Use Cases 5. Testing Finalized 6. Run Test Scripts 7. Determine Final Metrics Goal 8. Do Analysis

MILESTONE TASK NEITHER


Grown Up Definitions

A milestone is a date that is used to measure whether the project is on track. START and END are milestones. Milestones are often used to measure when a group of related tasks and/or subprojects will be completed. Alias: phase A task is a small unit of work (guideline: less than two weeks to complete) that you can assign to a person (project stakeholder or team member) who will ensure its completion (not necessarily by them). Aliases: activity, work A sub-project is a deliverable which will be created through a related group of tasks assigned to a project stakeholder with the expertise to figure out what the tasks need to be. A deliverable is a finished product relating to a project goal/objective.

EXAMPLES: ANALYSIS Done Create Use Cases Construct Website Completed Website


Steps to Great Learning

PROCESS

Maintain

Analyze the business need / learning objectives

Design a learning solution given current constraints

Build the Solution

Roll Out the Solution

Evaluate Success

Analyze Design Develop Implement Evaluate


Define START

Page 27

Steps to Great Learning Projects: DEFINE


Analyze

Business Objs Roles Scope Project Objs Risk/Constraints


Define Plan START

Page 28

Steps to Great Learning Projects: PLAN



Build the Solution


Analyze Design Develop Implement



Define Plan Manage START

Page 29

Steps to Great Learning Projects: MANAGE



Build the Solution


Analyze Design Develop Implement


Tasks to be done ADAPT as change occurs



Steps to Great Learning Projects: Traditional

PROCESS

Maintain



Build the Solution


Evaluate Success




Evaluate PROJECT and LEARNING

Page 30



Steps to Agile Learning Projects PROCESS

Maintain



Build the Solution


Evaluate Success




Evaluate PROJECT and LEARNING

Page 31


Top 10 Project Factors

Team skills and experience

Level and quality of sponsorship

Level and quality of stakeholder buy-in

Size

Complexity / Requirements change

Quality required

Development tools and work environment

Level of innovation required

Product stability required

Schedule constraints (realism)

Page 32

#7 Estimating

"Here's a good question. How long does it take to catch a fish? Ridiculous, you say. One can't estimate the time to catch a fish. It could be just after you cast a line in the water. It might be never. Or anywhere in between. As ridiculous as this sounds, that is just the feeling that goes through our minds when we are asked to estimate the duration for a task. Our first thought is How the h*** should I know? But we can't get away with this. So we dig in and take a scientific stab at the task duration.” - Practical Project Management, Harvey Levine


• 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

#8 Managing Scope

“YES, and the impact will be

this…”

Every change and great idea = more scope (time/cost)


#9 Managing Issues


Issue

Issues become tasks on the schedule


DISTRIBUTION: Distribute Product (software)

Package and distribute product Distribute installation information Conduct integration test for product Conduct user acceptance test for software Conduct reviews for product Perform configuration control for product Implement documentation for product Install Product (software) Install product (packaged software) and database data Install any related hardware for the product Document installation problems Accept Product (software) in Operations Environment Compare installed product (software) to acceptance criteria Conduct reviews for installed product (software) Perform configuration control for installed product (software)

#10Transition Planning

Options (Products, Processes) • Incremental

implementation or phased approach,

• Parallel execution, • One-time conversion

and switchover or • Any combinations of

the above.

OPERATIONS: Operate the System Utilize installed software system 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


#11 The Lifecycle of a Project

Enth

usi

asm

Time Adapted from Robert Lewis’ book Bare Bones Project Management

Unenlightened optimism

Dawning pessimism

Enlightened optimism

Pre-completion panic

Success!


#12 More HELP?

At www.russellmartin.com:

•Purchase books

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•Find out about workshops, webinars, e-learning and virtual alumni communities


@nolecture Lou Russell

http://www.russellmartin.com/