pm expectations duluth
DESCRIPTION
TRANSCRIPT
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The Value of Expectations in Project ManagementBrandon Olson
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ObjectivesImprove project success rates
Client engagement and ownership
Project change management process
Return to Work with…Conceptual UnderstandingTools & Processes
http://faculty.css.edu/bolson1/presentations/DuluthEMWorkshop.pdf
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Agenda Project Management Project Failures Managing Project Variables Managing Client Expectations Change Management Challenges / Solutions
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What is a Project?
“…a temporary endeavor undertaken to create a unique product, service, or result.”
PMI, 2008
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Project Sources Revenue Generation
New product/services Market Expansion Increased Scalability
Cost Savings Process Improvement Decision Making
Directive Government Compliance Self-Imposed Competitive Standards
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Project PhasesInitiate
Plan
Execute
Monitor & Control
Close
Time
PMI (2008)
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The Project Team
ProjectChampion
ProjectOwner(client)
ProjectManager
Project Team(Multidisciplinary Specialists)
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Project ManagementScope
TimeCost
ProjectManager
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Agenda Project Management Project Failures Managing Project Variables Managing Client Expectations Change Management Challenges / Solutions
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Project Failures
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Defining Project Success Delivered 100% functionality
On time
Within Budget
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Project Success Rates
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
1994 1996 1998 2004 2009 2011
Gale (2011)
16%
27% 26% 29%32% 37%
Standish Group – CHAOS Report
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Sources of Project Failures1. Failure to establish upper-management commitment
to the project2. Lack of organizational commitment to methodology3. Taking shortcuts through or around methodology4. Poor estimating techniques5. Overoptimism6. Mythical man-month7. Inadequate people management skills8. Insufficient resources9. Failure to manage to the plan10. Failure to adapt to business change11. Premature Commitment to a fixed budget and
schedule12. Poor expectations management
Whitten & Bentley (2007)
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Top 10 Reasons Projects Fail1. Inadequately trained and/or inexperienced project
managers2. Failure to set and manage expectations3. Poor leadership at any and all levels4. Failure to adequately identify, document and
track requirements5. Poor plans and planning processes6. Poor effort estimation7. Cultural and ethical misalignment8. Misalignment between the project team and the
business or other organization it serves9. Inadequate or misused methods10. Inadequate communication, including progress
tracking and reportingWinters (2002)
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Agenda Project Management Project Failures Managing Project Variables Managing Client Expectations Change Management Challenges / Solutions
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Project VariablesScope
TimeCost
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Project Changes Failure Budget Cuts
Schedule Compression
Increase Scope
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Change - Functionality Scope Creep
Increase in user expectations
Feature Creep Increase in engineered functions
Small incremental changes over time Potential to adversely affect project
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Project Change
Baseline – Project Charter
Project
ExpectationsGap
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Agenda Project Management Project Failures Managing Project Variables Managing Client Expectations Change Management Challenges / Solutions
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Project Charter Estimates
Project
Scope
TimeCost
$10,000
100%
25 weeks
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Scope ChangeScope
TimeCost
$10,000
125%
25 weeksProject
100%
31 weeks$12,500
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Managing Change Increasing Scope
Increase budget May increase schedule
Cut budget Reduce scope May reduce schedule (or increase)
Shorten Schedule Reduce scope Increase budget
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Managing Client Expectations Project Initiation Phase
Discussion with Client/Owner Determine Project Success Evaluate Cost/Schedule/Scope
Prepare Expectations Matrix
Project Monitoring and Controlling Phase Reevaluate Expectations Matrix
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Expectations Management MatrixMeasures of Success Max or
MinConstrai
nAccept
Cost
Schedule
Scope
Whitten & Bentley (2007)
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Expectations Management Matrix – Moon LandingMeasures of Success Max or
MinConstrai
nAccept
Cost$20 billion (estimated)
ScheduleBefore 12/31/1969
ScopeLand man on moonReturn safely to earth
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Expectations Management Matrix – London OlympicsMeasures of Success Max or
MinConstrai
nAccept
Cost£2.4 billion (initial)£9.3 billion (revised)
ScheduleBefore 7/27/2012
ScopeConstruct facilitiesConstruct transport.…
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Expectations Management Matrix – Changing PrioritiesMeasures of Success Max or
MinConstrai
nAccept
Cost
Schedule
Scope
Budget Cuts
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Managing Client Expectations Don’t say no to changes; say yes, but… Educate client Develop formal change request process Enforce adherence to change control
process
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Agenda Project Management Project Failures Managing Project Variables Managing Client Expectations Change Management Challenges / Solutions
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CM vs Project CM Change Management
Organizational Level Migration to new process/service/product Occurs near the end of a project cycle
Project Change Management Project level Modification to project variables Occurs throughout project
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Project CM ProcessSubmitChange
RequestedChange
ReviewRequest
Approved?
InformClient
AdjustVariable
s
Integrate
Change
Yes
No
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Change Order Form Tracking Data
Changer Order ID Date Project Name Customer Contact Phone (email)
Change Specifications Change Description Anticipated Benefits Anticipated Goals Budget Project Impact
Summary Budget Difference Schedule Difference Approval / Date
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Change Order Form Offer as a template to project stakeholders Consider database/spreadsheet for tracking Addresses all project variables
Scope/Functionality Budget Schedule
Requires both client and project approval May require supporting documentation
Revised project schedule Revised budget spreadsheet More formal and detailed change request
document
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Change Management View project management as constant
communication and negotiation Plan for change Establish formal change control system Create change control board (CCB) Use effective configuration management Define procedures timely decisions on smaller
changes Use reporting to identify and manage change Use project management software to
communicate change Focus on leading project team and meeting overall
project goals and expectations
Schwalbe (2007)
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Value of Change Question value of change
Justify additional budget and schedule? Similar evaluation to project selection
Maintain focus on the goals for the project Is change aligned with project goals? Does change interfere with project goals? What are the benefits of the change?
Functionality Political
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Agenda Project Management Project Failures Managing Project Variables Managing Client Expectations Change Management Challenges / Solutions
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Challenges to PCM What challenges do you face implementing
project change management? Establishing initial project variables Gaining acceptance on affect of changes to
project Formalizing a project change management
process Managing scope/feature creep
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Resources
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References Gale, S. (2011). Failure rates finally drop. PM Network,
25(8), 10-11. Project Management Institute (2008). A guide to the
project management body of knowledge (4th ed.). Newtown Square, PA: Author.
Schwalbe, K. (2007). Information technology project management (5th ed.). Boston, MA: Thompson Course Technology
Whitten, J.L. & Bentley, L.D. (2007). Systems analysis and design methods (7th ed.). New York, NY: McGraw-Hill Irvin.
Winters, F. (2002). The top 10 reasons projects fail. Retrieved from http://www.projectmanagement.com/ articles/ 147229/The-Top-10-Reasons-Projects-Fail