pmi - sfbac 19 april 2007alison wellsfry project rescue crisis management to project success alison...
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PMI - SFBAC19 April 2007 Alison Wellsfry
Project Rescue
Crisis Management to Project Success
Alison Wellsfry, PMP19 April 2007
PMI - SFBAC19 April 2007 Alison Wellsfry
Overview
• Customer Assurance Program
• Risk Identification and Response
• Executive Engagement and Communication
• Lessons Learned
• Customer Examples
PMI - SFBAC19 April 2007 Alison Wellsfry
Customer Assurance Program
PMI - SFBAC19 April 2007 Alison Wellsfry
Team Existence
• Aggressive market space requirement, constant pushing out of comfort zone
• Every environment has some difference
• Despite best efforts to plan and respond, small percentage will result in crisis
• Customer Assurance Program (CAP) team created
PMI - SFBAC19 April 2007 Alison Wellsfry
Team Charter
• Critical Situation Management
• Executive Engagement
• Prevention
PMI - SFBAC19 April 2007 Alison Wellsfry
Team Resources
• Reports go directly to executive staff– Expected to be objective, have no business group
allegiance
• Own no resources and no budget• May involve resources from any organization to
– Identify and diagnose problems– Determine strategy and implementation plan to
achieve objectives– Execute resolution plan
• Influence without direct authority
PMI - SFBAC19 April 2007 Alison Wellsfry
Critical Situation
There is severe customer business impact…
normal support & escalation channels/processes have been tried, but cannot resolve the issue.
AND…Engage
when
=
PMI - SFBAC19 April 2007 Alison Wellsfry
Critical Situation
• Severe customer business impact– Technical issues– Business relationship at risk
• Normal processes not working– Review escalations to date– First 48 hours to get situation back on track
PMI - SFBAC19 April 2007 Alison Wellsfry
Engagement Request
• Failing product and technical cases• Customer business impact• Our business impact• Technical description/Action plan• Assistance needed• Failing process• Exit criteria• Escalation utilized• Contacts
PMI - SFBAC19 April 2007 Alison Wellsfry
1st Few hours
1st Few hours
Engagement Request
Understand impact,
determine initial team and scope,
analyze risks
Problem Determination
Closed Loop feedback
Data Gathering and
Analysis
Implementation
Problem Resolution
Problem Identification
Develop short term action plan & attempt
workaround if possible
Identify Executive sponsor
Network Assurance
Engagement ends
Engagement ends
Typical Timeline
PMI - SFBAC19 April 2007 Alison Wellsfry
Risk Identification and Response
PMI - SFBAC19 April 2007 Alison Wellsfry
Risk Identification and Scope
What is the overriding deliverable?
• Address the critical technical issues
• Address the business relationship issues
• Ensure the normal process can function
PMI - SFBAC19 April 2007 Alison Wellsfry
Team – First Response
• What technical and business actions are critical
• Who can help identify risks
• Who can plan and implement response plan
PMI - SFBAC19 April 2007 Alison Wellsfry
Risk Response
• Identify risks
• Analyze probability and impact for both technical and customer sentiment– technical issue may not be high impact, but
customer perception creates higher customer sentiment impact
• Plan risk response
PMI - SFBAC19 April 2007 Alison Wellsfry
Common Risks
• Technical problems
• Serviceability problems
• Product quality / Solution quality
• Customer escalation process
• Internal escalation process
• Operational readiness
PMI - SFBAC19 April 2007 Alison Wellsfry
Risk Response Plan
• Risks drive the action plan
• Technical issues that will have the highest impact if they occur– Contingency for what-if scenarios
• Customer management – provide time to respond– Executive Sponsorship– Account Management
PMI - SFBAC19 April 2007 Alison Wellsfry
Exit Criteria
Typical factors
• Stability
• Issues identified and resolved
• Fixes implemented
• No new severe issues
• Normal support processes can be successful
PMI - SFBAC19 April 2007 Alison Wellsfry
Executive Engagement and Communication
PMI - SFBAC19 April 2007 Alison Wellsfry
Executive Engagement
• Identify and engage executive sponsors– Business group or product owner– Sales VP– Services VP– Named Executive Sponsor
• Who owns resources
• Who benefits from success
PMI - SFBAC19 April 2007 Alison Wellsfry
Executive Communication
• Communications create strategic vision– Align customer impact to actions– Align customer impact to business goals
• VP level communications put spotlight on issues– Clearly state what internal processes did not
work to resolve the issues
PMI - SFBAC19 April 2007 Alison Wellsfry
Communication
• Communicate status and roadblocks
• Manage stakeholders
• Voice mail - 60 seconds
• Email more detailed
• Frequency driven by customer sentiment and actions
• Reporting level (VP up to CEO) driven by customer sentiment and risks
PMI - SFBAC19 April 2007 Alison Wellsfry
Communication Components
• Critical Reason
• Executive Summary (30 seconds)
• Customer Sentiment
• Executive Sponsor and Engagement
• Action Summary
• Exit Criteria
PMI - SFBAC19 April 2007 Alison Wellsfry
Response Team
• May change over time
• Develop team– Constant awareness that this team has to
function long-term without crisis manager
• Reward efforts– Individual recognition in executive updates– Feedback to performance review– Immediate bonus
PMI - SFBAC19 April 2007 Alison Wellsfry
Lessons Learned
PMI - SFBAC19 April 2007 Alison Wellsfry
Driving Improvements
• Lessons learned from immediate crisis
• Operational metrics for trends
• Strategic Improvements
PMI - SFBAC19 April 2007 Alison Wellsfry
Lessons Learned
• Initial failing product
• Initial failing processes
• What can we do to keep our customers from getting to this critical state
• Crisis extenders
• What did we do well
PMI - SFBAC19 April 2007 Alison Wellsfry
Feedback
• Lessons Learned update– Communication to VP up to CEO,
• Owners to drive improvements
• Timeline for improvements
PMI - SFBAC19 April 2007 Alison Wellsfry
Operational Metrics
• Product
• Solution family
• Sales region
• Support escalation process
• Crisis extenders
PMI - SFBAC19 April 2007 Alison Wellsfry
Strategic Improvements
• Systemic issues – many customers with similar issue– high risk of affecting many customers
• Scope dictated by previous cases
• Executive engagement
• Communications– strategic vision– spotlight
PMI - SFBAC19 April 2007 Alison Wellsfry
1st Few hours
1st Few hours
Engagement Request
Understand impact,
determine initial team and scope,
analyze risks
Problem Determination
Closed Loop feedback
Data Gathering and
Analysis
Implementation
Problem Resolution
Problem Identification
Develop short term action plan & attempt
workaround if possible
Identify Executive sponsor
Network Assurance
Engagement ends
Engagement ends
Typical Timeline
PMI - SFBAC19 April 2007 Alison Wellsfry
Customer Examples
PMI - SFBAC19 April 2007 Alison Wellsfry
Customer 1
Scenario “Trading Day”
• Risk identification and response
• Executive engagement
• Communications
• Lessons Learned
PMI - SFBAC19 April 2007 Alison Wellsfry
Customer 2
Scenario “Streaming Video”
• Risk identification and response
• Executive engagement
• Communications
• Lessons Learned