The document discusses project assurance, which aims to improve predictability and results in project execution. It does this by building accountability, improving alignment between projects and organizations, and focusing on identifying and resolving issues early. The key aspects of project assurance discussed are monthly project assurance meetings, where project managers report on goal achievement and critical issues, and get feedback to make decisions on actions needed to handle deviations, remove barriers, and exploit opportunities. The goal is to move reporting from past explanations to future-focused steering to ensure projects deliver as expected.

1. Project Assurance
Terje M. Sæbø
Partner, Considium Consulting Group
Make sure your projects deliver as expected

2. Project Assurance:
- building the organization's capability
to identify and resolve issues
to improve predictability and results in
project execution.

3. • Lack of accountability and ownership for project goals and milestones in project team
• Weak alignment and interaction between project and organisation, customer, partners, suppliers and within sub-projects
• Do not look ahead and/or reacts to slow or to weak to remove barriers or to exploit opportunities
• Reporting process is backward looking and characterized by explaining deviations
• Steering and learning are separate processes
– Too little learning between project managers causes same problems in several projects
• Project Execution Models too complex, bureaucratic and detailed
– Based on control paradigm, fear of failing
– Kills accountability, speed, flexibility and use of professional knowledge
• Projects in trouble get “management help” that does not add value, but adds to the burden
– Extra reviews and reporting, audits, task forces
• Steering comities overlaps established management structures – who takes the required decisions?
Why do projects struggle to meet result expectations

4. Project Status Reporting: Explaining past and status
FuturePast
Activities
“It’s like being in a courtroom where you are judged on past actions and events”
(quote from a Project Manager)
ResultsWhy are you behind?

5. Project Assurance
– from reporting and explanations to steering and actions/decisions
Future
Project
Goals
Past
Results
What does it take to achieve milestones and goals?
Activities
Purpose:
To make sure the project(s) have control and will be successful
Deviations, risks & opportunities
Actions & decisions
Mile-
stone
Mile-
stone
Mile-
stone

6. Both large projects & portfolios
Focus on results on project and portfolio level
• Will the portfolio deliver as expected?
• Will the projects deliver as expected?
• Dependencies & priorities within portfolio
• Participants: Project Managers, Portfolio Manager,
Line management
Focus on result & milestones on work package/sub-project level
• Will you deliver your work package’s critical milestones and goals?
• Dependencies & priorities within the project
• Participants: Project Management Team
Project Assurance of
Projects & Portfolio
Portfolio x
Project Assurance sub-
projects/work packages,
responsibility areas
Project A Project B Project B
Comment: Portfolio manager is the person responsible for the portfolio results. In some organisations called program manager or area manager.

7. Project
Execution
Two main elements
1. Steering platform
• Set clear and committed goals
• Define the Critical Milestones as a team effort
• Values & Ground Rules
Project
Execution
2. Project Assurance Meeting
• Result evaluation future critical milestones & goals
• Dynamic evaluation of risks & opportunities
• Get feedback and advice from management and
colleagues
• Actions and decisions to resolve critical issues &
exploit opportunities

8. Project Dashboard – Project X (tailored for each client)
Goal achievement
Contributio
n forecast
Current
contract value
Current LD
exposure
LD cap
[MNOK/%]
Risks
[MNOK]
Opportunities
[MNOK]
Potential VOR
contr.
[MNOK]
Contingency
[MNOK]
Deviation/Barrier/Opportunity Consequence Have done Will do/decisions needed Resp Due Date
Key issues that needs to be addressed:
Key figures
Contribution:
Target
Contribution:
Stretch Target
On Time
Delivery
Quality
Project
team
Customer
relations
YES, will achieve goal
YES, will achieve goal but currently
behind or major risks present
NO, Will not achieve goal, decision
required

9. Visual project management
Each project creates a critical milestone schedule
• For each new project: Project
Management team define upcoming
critical milestones
• The milestone schedule is
established as a joint effort by the
Project Management team to
build commitment and
accountability
• The milestones are selected
based on criticality, depending on
contract, scope and customer
• Schedule should be updated
every 6-12 months – depending
on project need
Milestone schedule Illustration
www.considium.no
<Project>, Critical Milestones (month, year)
Engineering
Supplychain
Materialsand
subcontractors
Manu-
facturing
Milestone)E1)
dd-mm-yy)
Ok) dd-mm-yy)
Milestone)E2)
dd-mm-yy)
Ok) dd-mm-yy)
Milestone)S1)
29-09-11)
Ok) dd-mm-yy)
Milestone)S2)
dd-mm-yy)
dd-mm-yy)
MS)S4)
dd-mm-yy)
dd-mm-yy)
MS)M1)
dd-mm-yy)
dd-mm-yy)
MS)S3)
dd-mm-yy)
Ok dd-mm-yy)
Start)
Manufact.)
dd-mm-yy)
dd-mm-yy)
MS)M3)
dd-mm-yy)
dd-mm-yy)
Complete(
dd-mm-yy)
dd-mm-yy)
MS)E3)
dd-mm-yy)
dd-mm-yy)
MS)E4)
dd-mm-yy)
dd-mm-yy)
Descrip@on)
Pl.)date)
Forecast)

10. Be prepared and know your situation and outlook
Preparation
Project
Assurance
Meeting
What are the key issues I need advice or decision on to achieve agreed results?
What do I need to get out of the meeting?
Milestone schedule
Progress & cost reports
Project goals
Situational assessment
(engage your team)
Result and risk &
opportunity evaluation.
Propose actions &
decisions www.considium.no
<Project>, Critical Milestones (month, year)
Engineering
Supplychain
Materialsand
subcontractors
Manu-
facturing
Milestone)E1)
dd-mm-yy)
Ok) dd-mm-yy)
Milestone)E2)
dd-mm-yy)
Ok) dd-mm-yy)
Milestone)S1)
29-09-11)
Ok) dd-mm-yy)
Milestone)S2)
dd-mm-yy)
dd-mm-yy)
MS)S4)
dd-mm-yy)
dd-mm-yy)
MS)M1)
dd-mm-yy)
dd-mm-yy)
MS)S3)
dd-mm-yy)
Ok dd-mm-yy)
Start)
Manufact.)
dd-mm-yy)
dd-mm-yy)
MS)M3)
dd-mm-yy)
dd-mm-yy)
Complete(
dd-mm-yy)
dd-mm-yy)
MS)E3)
dd-mm-yy)
dd-mm-yy)
MS)E4)
dd-mm-yy)
dd-mm-yy)
Descrip@on)
Pl.)date)
Forecast)
www.considium.no
Project Dashboard - <project name>
Goal%achievement%
Current%
contract%
value%
Current%LD%
exposure%
[MNOK]%
LD%cap%
[MNOK/%]%
Risks%
[MNOK]%
Opportuni@es%
[MNOK]%
Poten@al%VOR%
contr.%
[MNOK]%
Con@ngency%
[MNOK]%
7.7# 7.7#
Deviation/Risk/Opportunity Have done Will do/decisions needed Resp Due Date
Top%issues%that%need%to%be%addressed:%
Key%figures%
Contribu@on:%
Forecast%
Contribu@on:%
Stretch%Target%
Contract%
Delivery%
Current%
Delivery%
Quality% HSE%
Customer%
rela@ons%
[MNOK/%]# [MNK/%]# dd.mm.yy# dd.mm.yy#
Customer#
Acceptance#
Zero#Accidents#
Sa>sfied#
customer#
YES, will achieve goal
YES, will achieve goal but currently
behind or major risks present
NO, Will not achieve goal, decision
required

11. The Project Assurance Meeting
– early warning of bad news is second best to good
– milestones and/or results will NOT be achieved as agreed or not within time
• What do you intend to do about it – and what decisions need to be taken?
• What risks and opportunities do you see ahead – and what actions do these
require?
• Do we as a team agree with the situation assessment?
• Do you need help? How can the team contribute to find new solutions?
YES
NO
Will you achieve your results and milestones within time?
– milestones and results will be achieved within time
• What risks and opportunities do you see ahead – and what actions do these
require?
• Do we as a team agree with the situation assessment and the mitigating actions? If
not, put it on the table

12. Strict agenda stimulates feedback, learning and decisions
Check out Yes/No
Presentation of
Dashboard and feedback
Agenda items and decisions
Check out YES or NO – "Will you achieve your
results and milestones within time?"
• Write up answers on whiteboard
The goal of the meeting is to use the
teams collective knowledge to make the
required decisions that will turn a NO
into a YES
• If YES, focus on risk
Each project goes through critical
milestones and dashboard with proposed
actions/decisions (10 min.)
Feedback and advice from the other
participants
• Agree/disagree with assessment &
proposed actions
• Suggestions on what to do (not
questions)
• Take quick decisions
Issues that require a more thorough
discussion before decision is written up
Prioritize and go through the agenda points
to make sure the required decisions are
taken
Summarize key actions and decisions
Evaluate meeting
1 2 3
1
2
3
Issue from project x
Cross project issue
www.considium.no
Project Dashboard - <project name>
Goal%achievement%
Current%
contract%
value%
Current%LD%
exposure%
[MNOK]%
LD%cap%
[MNOK/%]%
Risks%
[MNOK]%
Opportuni@es%
[MNOK]%
Poten@al%VOR%
contr.%
[MNOK]%
Con@ngency%
[MNOK]%
7.7# 7.7#
Deviation/Risk/Opportunity Have done Will do/decisions needed Resp Due Date
Top%issues%that%need%to%be%addressed:%
Key%figures%
Contribu@on:%
Forecast%
Contribu@on:%
Stretch%Target%
Contract%
Delivery%
Current%
Delivery%
Quality% HSE%
Customer%
rela@ons%
[MNOK/%]# [MNK/%]# dd.mm.yy# dd.mm.yy#
Customer#
Acceptance#
Zero#Accidents#
Sa>sfied#
customer#
YES, will achieve goal
YES, will achieve goal but currently
behind or major risks present
NO, Will not achieve goal, decision
required
www.considium.no
The Project Assurance Meeting
– milestones and/or results will NOT be achieved as agreed or not within time!
• What do you intend to do about it – and what decisions need to be taken?!
• What risks and opportunities do you see ahead – and what actions do these
require?!
• Do we as a team agree with the situation assessment?!
• Do you need help? How can the team contribute to find new solutions?
YES
NO
Will you achieve your results and milestones within time?
– milestones and results will be achieved within time!
• What risks and opportunities do you see ahead – and what actions do these
require?!
• Do we as a team agree with the situation assessment and the mitigating actions? If
not, put it on the table

13. Why are you behind?
Why did/didn’t you …?
What does it take to get back on track?
What might we do?
Future
Defensiveness
Blaming
Cover your back
Frustration
Proactivity
Initiative
Responsibility
Motivation
Results & Milestones
Risks & Possibilities
Actions & Decisions
Activities
Problems
Explanations
Create forward focus by asking the right questions
Past

14. • During the project assurance meeting the leader must avoid taking the responsibility and initiative away from his
team-members.
• Follow-up meetings are often focused on what the manager considers as necessary actions – while the team-
members who actually should be followed up, are given the role as listeners.
• The consequence is that the delegated responsibility has been withdrawn.
• The persons who are followed up must act as a chairman during their own presentation and ensure that
necessary decisions are taken!
Keep responsibility where it belongs

15. Meeting rules
Do Don’t
Specify the problem to be solved Submit to storytelling and problem explanation
Make commitments with critical stakeholders on their
part in resolving the problem
Make superficial preparations / establish unclear
prerequisites
Have at least one suggested way to resolve the problem Just present the problem or only asking questions
Demonstrate problem solving behavior and what it takes
to resolve the issue
Sit on the balcony arguing why the problem is insolvable

16. • As project manager you need to have full attention on your project
– Make sure the project deliver as promised
– Transparent and open about deviations, risks & opportunities as early as possible
• As a business manager you are accountable to the overall success of the business
– Make sure WE AS A TEAM deliver as promised
– Help your colleagues to succeed by providing feedback and suggestions to resolve issues
– Compensate for losses or overspending in other projects
• So…
– Think both unit and unity
– Challenge yourself and the others
– Invite the others to challenge you
Like race horses, project managers need to wear blinders
..... but, not all the time. You are also a business manager

17. Project Assurance is about moving from reporting to steering
Project Assurance is about making sure the project will be
successful
ü Improved predictability of execution and results
- early warning, early actions/decisions
ü Increased accountability and commitment to project goals
ü Increased commercial focus in Project Management Team
ü Better handling of dependencies between Work Packages (on project
level) and between projects (on portfolio level)
ü Improved alignment and interaction between projects and line
organization
ü Clear identification of bottlenecks in organizational setup and processes
Monthly meetings the main arena for Project Assurance
• The Project Assurance meeting is a decision meeting,
not a status meeting
• Project Managers report on goal and achievement (not
status) and related critical issues
• Projects Managers come prepared with proposed required
actions and decisions to:
• Handle deviations
• Remove barriers
• Exploit opportunities
• Meeting provides feedback, support and makes decisions
– Focus on what it takes to achieve goals
Project Assurance to ensure forward looking... ... by focusing on future milestones/goals
Will you achieve
your results and
milestones within
time?
Yes
NoFuture
Project
Goals
Past
Results
Activities
Deviations, risks &
opportunities
Actions & decisions
M1 M2 M15