The maps the interaction of uncertainty and technical difficulty, knowing both ‘what to do’ and ‘how to do it’; or more importantly knowing how much you know about these two elements. The typology was developed by Eddie Obeng in the Project Leader’s
Secret Handbook.
The typology asks two questions:
• Are you clear about what to do (the outcome to be achieved)?
• Do you know how to do it (processes, methods, experience)?
This tool helps to position every member of the team in terms of their likely
experience of the required change. It also highlights the type of external help you
may require.
Painting by Numbers
Traditional project management works well when both ‘what’s to be done’ and ‘how
to do it’ are well understood. There are low levels of uncertainty and ambiguity, risks are largely known and manageable. The challenging is on large deliverables and achieved by delivering the requirements on time constraint and on tight budget. Examples are construction projects.
Going on a Quest
In these projects, the objective is clear but the way to achieve the objective is
uncertain. At the end of the day, success or failure is clear cut; whether the objective has been achieved or not. Process and system improvement projects tend to fall into this category. The objective is to reduce processing time by 20% – this is easily measured on the completion of the project. The difficulty is knowing what’s the best way to achieve the objective. Improving the user interface, simplifying the work flow, speeding up network traffic and processing times or a combination? Ambiguity is low – we know what’s needed, uncertainty is high – we are not sure how to achieve it. Before committing major resources to the main work of the project adequate time has to be allowed to prototype solutions and test options before a final design solution can be determined and then implemented. The project needs to be
developed in phases with go/no go gateways as the design is firmed up. There are
risks associated with any creative design process and most software projects are
‘quests’ requiring creative solutions to identified problems to achieve the desired
objective.
Making a Movie
In these projects the tools and techniques are well known but the final outcome is
uncertain. Only after the project is complete can the results be measured and the
success or failure of the project determined. Most culture change projects and
marketing projects (and making movies) are in this category. The tools to be used
including: training, communicating, advertising, etc are well known.
Traditional project management is not enough in these projects; there is a continual
need to measure results, feedback information and adapt the mix of activities to
optimize the likelihood of success. The key value measurement is attempting to
answer the question is it worth spending more or should we cut and run? Efficient
stakeholder communication and relationship management is crucial. The art is spending just enough effort to achieve an acceptable outcome – dealing with shades of grey.
Lost in the Fog
This project is a journey towards a desired new state. No one is sure of the
optimum outcome, or how best to achieve it. The only option is to proceed carefully,
stop at regular intervals to check exactly where you are and re-plan the way
forward. Exactly the way you navigate through a thick fog. Both ambiguity and
uncertainty are high. Project management is about making sure at each ‘stop point’ the value achieved to date is locked in and then refocus on the next increment. Agile software development is ideal for this type of project. Each iteration builds new capability and value and the learning provides a platform for the next iteration of development. Management is both easy and difficult. It is easy because there is no point in setting fixed plans (you have no idea what to plan). It is difficult because decisions on value and whether to stop or continue are subjective and need to be made in a collaborative environment of trust. Traditional measures of success such as on-time and on-budget are largely meaningless; typically there are no statistics to base this type of measure on. Consequently these projects are the realm of cost reimbursable contracts and partnerships; stakeholder relationship management, and a clear understanding of value are the only effective tools for building to a successful outcome.
Monday, March 19, 2012
Sunday, November 29, 2009
How to do a Turnaround in 5 (not so easy) Steps
It's good article that may need by an organization.
1. Identify Heroes, Holdouts and In-Betweens
- Heroes: Every company has a group of committed, talented people who love what they do. They are usually frustrated by the events that led up to the crisis and have been holding on, hoping things will change. These people will be the key to your turnaround strategy and the first thing you need to do is identify some of them.
- Holdouts: These people don’t want anything to change and will fight you every step of the way. Fortunately, they are a small minority, but they can do a lot of damage. Figuring out who these people are is never very hard. They are usually proud of their role as a “status quo evangelist.”
- In-Betweens: Most people are fence-sitters and will go along with whatever seems easiest. They don’t really mind the status quo that much, but would like to see things improve. Usually, you are just the newest “change initiative” so they are going to wait and see how things will go. Unlike Heroes and Holdouts, In-Betweens are trying not to be noticed.
2. Start small and easy
3. Fire away!
Within 3-6 months (and sometimes faster), you will need to do your first round of firings
4. Re-organize and build momentum
identified some heroes and solved some of the problems that were destroying value. Now you can start moving your heroes into key positions, bringing in some new talent and start solving some tougher problems
5. Formulate a long-term strategy
Usually, the company is so focused on its failure, that it has been blind to the potential for success. Get your heroes together and build a strategy to move the company forward and start killing the competition
source: http://www.digitaltonto.com/2009/how-to-do-a-turnaround-in-5-not-so-easy-steps/
1. Identify Heroes, Holdouts and In-Betweens
- Heroes: Every company has a group of committed, talented people who love what they do. They are usually frustrated by the events that led up to the crisis and have been holding on, hoping things will change. These people will be the key to your turnaround strategy and the first thing you need to do is identify some of them.
- Holdouts: These people don’t want anything to change and will fight you every step of the way. Fortunately, they are a small minority, but they can do a lot of damage. Figuring out who these people are is never very hard. They are usually proud of their role as a “status quo evangelist.”
- In-Betweens: Most people are fence-sitters and will go along with whatever seems easiest. They don’t really mind the status quo that much, but would like to see things improve. Usually, you are just the newest “change initiative” so they are going to wait and see how things will go. Unlike Heroes and Holdouts, In-Betweens are trying not to be noticed.
2. Start small and easy
3. Fire away!
Within 3-6 months (and sometimes faster), you will need to do your first round of firings
4. Re-organize and build momentum
identified some heroes and solved some of the problems that were destroying value. Now you can start moving your heroes into key positions, bringing in some new talent and start solving some tougher problems
5. Formulate a long-term strategy
Usually, the company is so focused on its failure, that it has been blind to the potential for success. Get your heroes together and build a strategy to move the company forward and start killing the competition
source: http://www.digitaltonto.com/2009/how-to-do-a-turnaround-in-5-not-so-easy-steps/
Steps to Implementing & Using EVM
1. start with small project to learn
2. Stick to the basics and use spreadsheets and
other standard desktop software that you currently have in place for capturing data
3. keep it simple with using industry terminology such as EV, PV, and AC in place of BCWP, BCWS, and ACWP
4. Use basic:
a. Cost Variance
b Schedule Variance (Use in conjunction with Critical Path Method)
c. Estimate at Completion
d. Estimate to Complete
e. Cost/Schedule Performance Index
f. Cost Variance %
g. % Spent
h. % Complete
5. Use it in the report with business language instead of EVM jargon
6. Make your “Accounting Period” your “Reporting
Period”
source: http://www.linkedin.com/newsArticle?viewDiscussion=&articleID=86774198&gid=37275&trk=EML_anet_nws_c_ttle-d7hOon0JumNFomgJt7dBpSBA
2. Stick to the basics and use spreadsheets and
other standard desktop software that you currently have in place for capturing data
3. keep it simple with using industry terminology such as EV, PV, and AC in place of BCWP, BCWS, and ACWP
4. Use basic:
a. Cost Variance
b Schedule Variance (Use in conjunction with Critical Path Method)
c. Estimate at Completion
d. Estimate to Complete
e. Cost/Schedule Performance Index
f. Cost Variance %
g. % Spent
h. % Complete
5. Use it in the report with business language instead of EVM jargon
6. Make your “Accounting Period” your “Reporting
Period”
source: http://www.linkedin.com/newsArticle?viewDiscussion=&articleID=86774198&gid=37275&trk=EML_anet_nws_c_ttle-d7hOon0JumNFomgJt7dBpSBA
Wednesday, November 25, 2009
Program Management
How to manage Program Management ?
Do we talk about operational Program Management ?
if yes, then:
1. Program Map
Having map of projects and programs which includes the dependencies
2. Define what Program & Project Manager roles & responsibility
Find what Program Manager will involve in the individual project.
3. Regularly analyze & collect Project Status
Do we talk about operational Program Management ?
if yes, then:
1. Program Map
Having map of projects and programs which includes the dependencies
2. Define what Program & Project Manager roles & responsibility
Find what Program Manager will involve in the individual project.
3. Regularly analyze & collect Project Status
Portfolio Management
It derives into these steps :
1. strategic direction (commonly planning in 5 years)
Example: my company will be best pool of project management in a country.
2. business driver (setting up for 5 years)
which concerned about business driver to achieve no.1
3. Roadmap/blueprint (setup for 5 years but can be reviewed yearly)
Timely phased, and show the dependencies
4. Then we talk about yearly initiatives
About: the initiatives scope, time, value, risk, etc
5. Analyzing for prioritization & selections
Evaluate using contribution analysis, such as NPV map vs probability to be happened. It is not only concerned to the benefit, but also the cost & efficiency to apply.
6. Approval & move to Program Managers
1. strategic direction (commonly planning in 5 years)
Example: my company will be best pool of project management in a country.
2. business driver (setting up for 5 years)
which concerned about business driver to achieve no.1
3. Roadmap/blueprint (setup for 5 years but can be reviewed yearly)
Timely phased, and show the dependencies
4. Then we talk about yearly initiatives
About: the initiatives scope, time, value, risk, etc
5. Analyzing for prioritization & selections
Evaluate using contribution analysis, such as NPV map vs probability to be happened. It is not only concerned to the benefit, but also the cost & efficiency to apply.
6. Approval & move to Program Managers
Portfolio, Program & Project Management
The strategic is covering Portfolio, Program, & Project Management
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