Owner: Project Management On the Drive Home URL:http://projectmanagementodh.blogspot.com/ Join Date: Thu, 15 Mar 2007 00:14:18 -0500 Rating:0 Site Description: A rant about my experiences with applying Project Management methodology. Site statistics:Click here
PPI - Stakeholder Survey Template 2007-03-15 05:16:00 Ok.. here is a model of a template I'm contemplating as part of the Project Performance Index toolbox. This template is a survey for assessing stakeholder engagement. It is one method for testing the business performance component. The survey has 8 categories: - Risks - External Dependencies - Sustainment - Resource Management - Strategic Alignment - Documented Procedures - People, Process, & Systems Alignment - Short Interval ControlEach category has one question, posed in the form of a statement. For example, the question for assessing stakeholder engagement for Risks reads:"I am comfortable that management manages the main risks and issues on the project."and the 5 possible responses are:Always, Frequently, Infrequently, Never, and Not ApplicableThis design is repeated for each question in the 8 categories. Here is another example, the question for People, Process, & Systems Alignment reads:"Training is aligned to address gaps with technical, customer, and process requirements
Being cognitive of the... 2007-03-13 03:33:00 ....Ok so your probably wondering two things.What relationship does the pygmalion effect have with the Project Performance IndexWhat is the pygmalion effect. Well according to the book titled "The Knowing-Doing Gap"; by Jeffrey Pfeffef and Robert I. Sutton, it is the power of the self-fulfilling prophecy on performance.I belive that the pygmalion effect is one of many factors to consider when developing a good measurement set. Another is the Hawthorne effect (you influence what you measure). The pygmalion effect tells us that project performance will be influenced merely because we believe that it will, and visa versa. So if this is the case, then why go to all the bother to develop and track a measurement system? Hmmm.. the answer is because nobody will want to trust and/or act on faith alone. However that shouldn't preclude you from using this effect to your advantage. So my advice is to tell everyone how great adding a measurement system to projects will be, and how much better pro
Project Performance Index - Part 1 of Many 2007-03-06 17:39:00 I am committing to make this blog posting one of many pertaining to establishing a project measurement system called "ProjectPerformanceIndex
". The interesting aspect of this is that posts will be listed top to bottom, latest to earliest. So I apologize in advance to the reader who may be totally confused about the content they are reading.In general, the project performance index would be a validation of Business performance, Project Performance, and Team Performance. Tangible criteria that can be evaluated early and often is recommended however this does not preclude using less tangible criteria such as customer satisfaction or instituting change.Business Performance: Meeting or exceeding the projects value proposition and the sustainment effort required to position the end product for success into its life cycle.Project Performance: Meeting or exceeding time, cost, and technical performance objectives (ie: delivery of a product or milestone on or before the time it's require
Quick and Easy - A tip 4 You 2007-03-04 06:56:00 This is a special post - call it a quick tip:Since Communication makes up about 80% of your project; then communicate early and oftenDon't wait till your project is fully planned before starting; it will only change again tomorrowIf your going to insist on doing something, then start off doing it yourself first. Read more:Quick
Project Measurements 2007-03-04 06:12:00 So let's say your interested in measuring the performance of your project. How do you go about this? Do you go for a plain vanilla measurement set; measuring quality, time, cost, and scope? Or do you get a bit more creative and measure team effectiveness, management effectiveness, and project process compliance (risk management, change control, phase closures, lessons learned.. etc).The altruistic reason to measure performance is so you can do something about it before it is too late. Therefore adopting measures that indicate outcomes of a process will likely be ineffective. These are sometimes referred to as lagging measures. If you want to do something about a process before it is too late, then your going to be in a better position to do so by adopting leading measures. Leading measures look at the process while it is still active. As project managers you recall the control chart (run charts). This is an example of a measurement system designed to provide in process measur Read more:Project
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What is Project Management - really.. 2007-02-23 02:30:00 I'm getting softer in my ways. Either that, or I am getting a better idea as to the true nature of effective project management. You see, I've been moving away from tool solutions as the goal and instead, spending more time just working the social component.This social component, is being focussed on the interests of those people who need to take ownership. Being focussed on how they assemble and process information, on what motivates them. Understanding... and then tooling... And if there isn't an appetite for the tool or method, then there is always tomorrow.The danger with not enforcing rigid adoption of project management methodology is that.. Gosh!.. it is supposed to be the most effective methodology designed to manage projects.. So all the while, when the project leader is busy working by intuition, the project is likely falling behind. This becomes all the more dangerous when there is an expectation that your supposed to be the person charged with the responsibility f Read more:Project
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Team Performance 2007-01-03 17:29:00 Gosh.. here we are in 2007. And my oh my, where has the time gone. Considering that this wonderful blog has only a pittance of updates then I guess there wasn't all that much to rant about in 2006.I've been actively reading up on team development, methods to keep individuals engaged as a high performing team. The content came from a corporate leadership book that was published back in 1995. My immediate reaction was that this outdated information is not worth the read.. but it was.There were a number of very interesting strategies mentioned. Each required a dedicated commitment; not quick bandaid solutions.Establish currency: The idea here is that you create a monetary reward system that team members receive, and can use to pay others that they depend on to get work done. The currency value is in the form of shares. Share value is determined at a regular basis and is based on meeting the quality, and performance objectives of project milestones.Peer review: Team member perfor Read more:Performance
Project Closure - what works? 2005-12-26 21:52:00 Closure - In my books, probably one of the often mis-practiced components of project methodology. Funny how this is considering that "lesson's learned" can be found in the PMBOK so many times. I don't recall the statistic exactly, somewhere around 200 times. Why do we not practice closure in a timely fashion? I suspect that one reason is because people associate closure activities to signify that the project is completed, and not just that the current phase is coming to an end.I've yet to find a closure process that keeps people interested. Perhaps something is wrong with the approach? I tend to favor the following:Evaluate what is in scope and do some preliminary analysisDevelop a plan that includes tools, techniques, responsible people, and end stateCommunicate the plan to the responsible people to obtain their buy-inAssume responsibility for the grunt work that is not unique to any one person Review progress to completionIn most cases, this approach and a dollar will buy you a co Read more:Project
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Maintaining a positive composure during conflict 2005-12-19 17:10:00 The saying goes that conflict is not necessarily a bad thing. It is merely an expression of different positions or interests. So why is it then that people perceive conflict in the negative? Why is it that when a conflict situation arises we feel bad about it? Where do we draw the line between being hardened against the feelings of those around us versus not providing criticism for fear that it will not be perceived as being helpful?To complicate this scenario I refer to the team building model; forming, storming, norming, and performing. I subscribe to the notion that a team will experience each phase, and fall back a notch or two when a new team member is introduced or removed.Some methods I’ve seen used:Ground rules: This is the preferred approach. It is often used for a long-term engagements yet usually don’t get appreciated as being of much worth. Ground rules can describe a host of circumstances such as being on time for meetings, sending a designate on your behalf if you can Read more:Maintaining
Building the Agile World - one vendor at a time 2005-12-15 23:55:00 So today we discussed the Agile
approach to implementing software. I thought this would be the easiest part of the entire 2 day workshop. Egad... nothing of the sort. The vendor didn't demonstrate a passion towards this approach. I use the word passion because I don't want anyone to think that they weren't willing to consider the methodology. The customers interest was to have fixed incremental delivery of value, that the business user could touch. Doing so would lead their end users down the path towards acceptance in a timely manner.The vendor seemed to feel that it would be difficult to stay fixed to a 30 day incremental release as it would be difficult to package subsets of their system modules. They did admit that the business users like to test the modules in lieu of their business processes, and as such, do require only a fragment of the entire module as a result.The end result - you tell me... have you encountered a similiar experience? Read more:Building
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Being Systematic to achieve results 2005-12-12 04:07:00 Pondering about how well projects are managed by non-project managers (those without any formal training in project management) makes me think that it is time to get back to basics. Time to revert to being systematic about applying project management practices in order to achieve results
.I'm referring to the purposeful execution of project methodologies such asrisk identification and review meetingsstakeholder communication meetingsschedule planning and review meetingsas deemed applicable according to the right methodologies determined to be beneficial to the project. My suspicions are that the non-project manager is more susceptible to loosing out on the benefits derived by applying these methodologies if their execution are left to chance. I am speaking from a gut feeling when I say this. Always wondering how to best advise the non-project manager on the right application of the methodologies without them feeling like it is an unnecessary burden or bureaucratic nightmare. What conce
Negotiation 2005-12-04 19:29:00 Have you read any books about negotiation? I have. I also sat in on a seminar led by the infamous Herb Cohen, noted negotiator and author of many books on the subject. The methods I've learned from these encounters are essentially the same:Get ready - do your research on the subject prior to negotiations, acquire references to external sources for comparison and as a means to decide when a deal is a no goWhen you meet, refrain from getting to the bottom line fist, seek to understand each parties interests firstOnce interests are articulated, start brainstorming various options available to satisfy those interestsBoil the options down to the critical few and then determine which standards are applicable to them (this is where your research helps)Those of us who have any insight into negotiation can appreciate that these steps are extremely high level. I welcome your comments; successes and or failures that you have in applying these. My successes have been limited. For instance, I rece Read more:Negotiation
How to get "buy-in" to solutions 2005-11-26 02:00:00 The next generation of me. How to get people to accept a solution:Identify the problem at hand as you understand it, but refrain from proposing a solution.Being a natural tendency for people to maintain their status quo, they will assess the threat that the problem presents.If they perceive the threat as a bad thing, then they will attempt to avoid it.If they perceive the threat as a good thing, then they will embrace it.Allowing people to make their own decision will lead to a greater level of success and less frustration on you.So the moral of this story is to always position your threats as good things.If that doesn't work, then loosen them up with alcohol first. :) Read more:solutions
Hey Hey - here's what I have to say about Planning & Scheduling 2005-11-25 15:00:00 Woo Hoo !!! Entry numero uno.. Soo.. thanks for dropping by.Ok - I believe in the value of planning. If I had to rate my preference on a scale of 0 - 10, where 0 = fully intuitive and 10 = fully planful, I would come in around 7.5 This is somewhat driven by what motivates me instead of what I know I should be doing. As such I may not always practice what I preach.Planning & Scheduling software I use regularly:MS Project - Yeah.. great tool.. wish I was a better master of it.. Maybe I should join MPUG and stop crying about what a hack I am (or maybe my attitude about this is like golf, the better you get the more you beat yourself up about not being better). I think I'm a hack because I don't take full advantage of linking tasks or creating the right kind of task. I think you can't take advantage of links where meetings are fixed. Then there is the choice between a task based on fixed duration, fixed work, or fixed whatchamacall it. Which then takes into consideration the res Read more:Hey Hey
Project Measurements - First Pilot 2007-03-20 22:44:00 Yeah!!!.. The first pilot of the new Project
Performance Index went exceedingly well today. The project group consisted of 7 team members (plus me = 8). I consider this an optimal size to get a fair cross section of opinions. The team was asked to rate the three performance categories across the range of "Great", "Good", "Caution" and "At Risk". These rating scales are used elsewhere in other project status reporting tools so they were a natural fit to use here. Before asking the group to rate each I framed up the context within the three categories. This gave them a common understanding of what was to be considered, and hopefully educated them about what is considered important.Initially I was surprised at the results. The team rated both Business Performance and Project Performance as Caution to Caution - At Risk. And to their credibility, these brutally honest results were shared among the group. However at second thought, I now consider these results as to be expected. The Read more:Measurements
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Sad Moments; Thick Skin 2007-03-22 05:23:00 Just a quick departure from my measurement focus; to say that we project managers need to have thick skin if we are going to survive.You hear seasoned project managers talk about their scars. These come from projects that didn't go as originally planned; usually in a non-favourable direction. So I am dedicating this post today to all those project managers out there with heavy hearts, for whatever reason you are feeling somewhat dejected, cheer up - your going to wake up tomorrow with the same insane passion that put you where you are today, doing what you love most! Read more:Moments
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Project Measurements - Real Data 2007-04-03 01:09:00 Ok.. I'm back from sorrowful land. Time to give you an update on the progress towards implementing the Project
Performance Index measure.I'm pretty set now on the three measure categories (Business Performance, Project Performance, and Team Performance). And so far most of my clients have been willing participants to allowing me to solicit their opinion (about their own performance). One client (actually the VP Sponsor) wasn't too interested in me surveying her hot bed project, but gave the green light for me to survey either of her other two. So in the end I got twice for what I was bargaining for.This month will be the next test. I have to actually report out the results to my peer group. The target value of 80% won't be met so there will be some explaining to do. In all honesty, I'm thinking that reaching 80% attainment in the first quarter of a projects lifecycle is very ambitious. So a note to those interested in implementing this kind of measure, aim for 80% by end o Read more:Measurements
Managing the Confusion - Teaching Project Management 2007-05-12 22:06:00 It has been quite busy the last month which has prevented me from updating the blog till now. Actually, don't tell anyone but I'm supposed to be updating a PPT presentation that is due Monday.Now unless your an accomplished teacher then this tale of my experience will be of interest to you. You see, the PPT presentation I'm supposed to be updating is the course content that I will deliver this upcoming Wednesday. I already have the content ready, and delivered it last month, but although full of PM wisdom, I feel that it didn't deliver a compelling message.Yes.. there are lot's of people out there willing to provide their advice on how to make it better. Amidst the sea of free advice, I have one to share with you that I'm calling Managing the Confusion.The premise behind "Managing the Confusion" is that people develop a fog in their brain that stops any information from sticking. Therefore you need to wipe the fog away from time to time if you want any new information to get Read more:Project
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Revise Project Management Guideline 2007-08-13 11:41:00 Hi out there. According to my spy in the sky, there are actually some people out there who are reading my blog. Yippee!! And to top it off, some of you are repeat visitors.. The wonders never cease.Ok, so for today's post, and for the subsequent near future I figure it would be appropriate for me to talk about my current challenge:"Revise the internal ProjectManagement
Guideline to include portfolio and program framework, and enhance existing project guidelines; establishing specific requirements based on tier criteria; incorporating the collaborative input from representatives of the affected stakeholder management within XX, YY, ZZ, AA, and BB; and engaging in discussions towards the capability maturity framework established in the Organizational Project Management Maturity Model standard "OPM3" developed by the Project Management Institute"How about that!I figure that this initiative isn't going to get legs under it unless I structure and execute it as a project. Do any of m
2007 Wrap up 2007-12-30 22:57:00 Hello all. It has been a couple of months since my last post. I haven't gone anywhere, just prioritizing between hobbies.I noticed a few open discussions from my previous posts. I'll take a moment to update you on these and then open up with some new insights.Project Performance Index:Remember this is an assessment of the project performance as it pertains to alignment with Business Objectives / Support, Project Methodologies, and Team. The target was to achieve 80% performance. Well this target was never met. I surveyed many different projects, from small to large. Results usually indicated:there was a need to improve business alignmentproject methodologies were a bit confusing but not excessiveteam performance was good to greatFyi - I am skeptical that team performance is as good a
Blinded by the dashboard lights 2008-05-08 22:29:00 Most projects include the same basic collection of performance metrics. They comprise of the usual triple constraints; schedule, cost, and scope. However so, projects will likely include other non-typical performance metrics too. These metrics are often unique. As such, it is left up to the project leader to translate their performance for reporting out to the dashboard.Translating performance requires an understanding of the message inferred by each dashboard status indicator. Let’s consider a four colour traffic light scale comprised of Blue, Green, Yellow, and Red. In this scale, Blue represents the highest degree of performance and Red is the lowest.The message for Blue is that the metric is over achieving, it is doing GREAT! Subsequently, when status is Green, your achieving results Read more:Blinded
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