Exec ed seminar for MPD

10. A simple model Strategy Operations Projects Projects instantiate strategy into operations…..examples: -Project Apollo -Macintosh project at Apple -Manhattan project

16. Portfolio Management The multi-project environment

19. Strategy It all starts with strategy. All organizations have a strategy, even if they haven’t articulated one. Let me observe their actions and I will be able to infer an organization’s strategy in short order, even if it isn’t a consistent strategy . This is sometimes known as the emergent strategy school Ideally, all projects are a reflection of the strategy. Each project should be rationalized in the context of the portfolio strategy This is typical of the deliberate strategy school of thought Strategy starts first with values and beliefs about the future and beliefs about the organization’s assets and core competencies

22. Portfolio snapshot-2006 Car make Honda Toyota Small entry level sedan Civic Echo/Corolla Mid size sedan Accord Camry Large size sedan None Avalon Small SUV CRV RAV4 Large SUV Pilot Land cruiser

23. Macro portfolios Mazda attempted to start a luxury brand under the name Millenia but it failed Toyota is rumored to be contemplating a hi tech brand under the name Prius GM is eliminating and selling brands at high speed Make Luxury Mid tier Entry level Toyota Lexus Toyota Scion Honda Acura Honda Honda Nissan Infiniti Nissan Nissan

31. Multi project issues: The domino effect Projects are stacked up one in front of the other Shared resources and tight timing If one slips, they all slip!!!

33. Wild west syndrome Every project is out for itself May the best project win! Encouraging one project to fail to accelerate another is just fine, right? Who is the referee? Who is looking out for the organization?

38. Executive board-Process Project authorization Project Review/changes approved Project closeout/ post-mortem Project termination decisions

40. The classic staffing curve

41. “ Pipeline” Management

45. Basic project management concepts

48. A simple setback model Thanksgiving dinner-6 hour horizon Eat at 6 Cook turkey Prepare Turkey Prepare stuffing Prepare potatoes Cook stuffing Cook potatoes Heat rolls/gravy Prepare gravy Cranberry

53. Product Development Process Product Development CycleTime Ship Accept Beta / FOA Test System Test Sys Integration Needs Identify Rel Planning Proj Kick-Off PDR CDR FDR Q-12 Approve Rel Plan Q-11 Q-10 Eval Alternatives Proj Authorized Design Reviews Arch Design Design/Develop Contract Book Staffing Plan Q-8 Proj Planning Q-9 Project Baselined NPR Q-4 Beta / FOA Compl Q-3 PQE/ALT Compl Q-2 Q-1 Q-7 Q-6 Proto Builds Q-5 Rel/Perf Test CPR SRD/SAD

59. Core Teams Dept A Dept B Dept C Dept D PM CORE TEAM

67. PROJECT SUCCESS HIERARCHY ENABLING CULTURE COMMON PROCESS TOP DOWN COMMITMENT AGREED TO AND CLEAR STRATEGY AND GOALS PROJECT MANAGEMENT TECHNIQUES PROCESS/ORGANIZATIONAL MATURITY LEARNING ORGANIZATION METRICS DRIVEN PM IS A PIECE OF THE SOLUTION FOCUS ON TIME AS MATURITY PROGRESSES

69. Process Overview Industry Best Practice Organizational Process Assets Projects A B C D E BENCHMARK

71. Sample phase-gate

76. Impossible Curve Achieved Cycle Time Number of Headcount Assigned to Project Optimal staffing level Interference factor Non critical mass Impossible region

81. Flex matrix Senior Management must determine which attributes are most and least important on a project

83. Rolling Wave approach to planning Level of planning detail Planning horizon (future time)

85. Sr Mgt: A matter of integrity What you say What you do Is there a match? If not...your initiatives will suffer!!