Presentation at Training 2013

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
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3. Why
Not?
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4. What’s Different?
Projects are Flash Mobs
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5. Dare to
Properly
Steps to Great Projects Manage
Resources!
Define Plan Manage Review END
START 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
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6. DEFINE
the
Project
Charter
• Roles
• Return on
Investment
• Scope
• Project Objectives
• Risk/Constraints
• Communications
Plan
• Change/
Governance Plan
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7. #1 Return on Investment:
Business Objectives
The Greek
Goddess of My
Business
project
will… Increase Revenue by…
Avoid Cost
Improve Service
Also…
• Reaction to government regulation
• Reaction to competitive pressures
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8. #2 Roles
The Sponsor
Legal
Internal
Finance
Experts (SMEs)
The Project
External Vendors/
Manager
Experts (SMEs) Contractors
the project
The Dedicated
Functional Project Team Customers
Leaders
Developers Administrative
Support
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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 roles
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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
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11. #4 Develop Project Objectives
“ So What?”
• Concrete and specific
• Measurable
• Achievable and realistic
• Time-bound
• Refers to project deliverables
System Objectives Product/Service Cost / Revenue Learning /
Objectives Related Objectives Performance
Related Objectives
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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)
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13. So What?
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
> 5 Mitigate the Risk
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14. PLAN the
PROJECT
PLAN
• Methodologies
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15. Create the Project Schedule
Determine
Find Task Find Resource Determine the
milestones
Dependencies Dependencies Schedule
and tasks
What
What
tasks Who’s 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 from
methodologies Burn multi-tasking the known date
•Flows on Scope •Choose the best constraints
Diagram resource for the •Reasonability
•Training, right task based on
meetings,
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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 Sets
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17. ADDIE (Instructional Systems Design)
2/3 duration 1/3 duration
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18. Sample ADDIE: Plans
<Enter Project Title Here) <Enter Project Title Here>
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/objectives
ANALYSIS
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
leader’s approval. detail outlining roles and 1 10/28/11 N
Define timeline 1 10/28/11 N firm timelines for your senior
responsibilities
leader’s 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 N
DESIGN
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 leader’s and Outline/storyboard 2 11/07/11 N outline/storyboard project for
Customer’s approval. your senior leader’s and Outline/storyboard 2 11/08/11 N
Review design doc with your Customer’s 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%
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19. SAM: Successive Approximation Model
Allen Interactions
www.alleninteractons.com
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20. Structured IT Development
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21. RAD: Rapid Application Development
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22. Agile
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23. Six Sigma
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24. Lean Six Sigma: DMAIC
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25. #6 Milestones vs. Tasks
MILESTONE 1. Analysis Complete
2. Approve Requirements
3. Requirements Approved
4. Build Use Cases
TASK 5. Testing Finalized
6. Run Test Scripts
7. Determine Final Metrics Goal
8. Do Analysis
NEITHER
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26. Grown Up Definitions
EXAMPLES:
A milestone is a date that is used to measure whether the
project is on track. START and END are milestones. ANALYSIS Done
Milestones are often used to measure when a group of related
tasks and/or subprojects will be completed.
Alias: phase
Create Use
A task is a small unit of work (guideline: less than two weeks Cases
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
Construct
A sub-project is a deliverable which will be created through Website
a related group of tasks assigned to a project stakeholder
with the expertise to figure out what the tasks need to be. Completed
Website
A deliverable is a finished product relating to a project
goal/objective.
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27. Steps to Great Learning
Analyze Design Develop Implement Evaluate
Analyze the Design a Build the Roll Out the Evaluate
business learning Solution Solution Success
need / solution
learning given current
objectives constraints
Maintain
PROCESS
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28. Steps to Great Learning Projects:
DEFINE
Define
START
Business Objs
Roles
Scope
Project Objs
Risk/Constraints
Analyze
Analyze the
business
need /
learning
objectives
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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 constraints
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30. Steps to Great Learning Projects:
MANAGE
Define Plan Manage
START
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
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31. Steps to Great Learning Projects:
Traditional
Define Plan Manage Review END
START
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
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32. Maintain
PROCESS
Steps to Agile Learning Projects
Define Plan Manage Review END
START
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
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33. #7 Estimating
"Here's a good question. How long does Top 10 Project Factors
it take to catch a fish? Ridiculous, you  Team skills and experience
say. One can't estimate the time to catch  Level and quality of sponsorship
a fish. It could be just after you cast a  Level and quality of stakeholder
line in the water. It might be never. Or buy-in
anywhere in between. As ridiculous as  Size
this sounds, that is just the feeling that  Complexity / Requirements
goes through our minds when we are change
asked to estimate the duration for a task.  Quality required
Our first thought is How the h*** should  Development tools and work
I know? But we can't get away with this. environment
So we dig in and take a scientific stab at  Level of innovation required
the task duration.”  Product stability required
 Schedule constraints (realism)
- Practical Project Management, Harvey
Levine
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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
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35. #9 Managing Issues
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36. Issue
Issues
become
tasks on
the
schedule
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37. #10Transition Planning
DISTRIBUTION:
Distribute Product (software)
Package and distribute product
Distribute installation information
Options (Products, Conduct integration test for product
Conduct user acceptance test for software
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
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38. #11 The Lifecycle of a Project
Success!
Unenlightened optimism
Enthusiasm
Dawning pessimism Pre-completion panic
Enlightened optimism
Time
Adapted from Robert Lewis’ book Bare Bones Project
Management
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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 Russell
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