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Organizations rely on projects to remain competitive. Projects are the way organizations deliver and realize their executive strategies. The ability to deliver a project is the ability to compete. Scope kills projects and projects that are not delivered kill organizations.
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Toby Elwin PMP, SCA!
SCA = Special Change Agent !
Scope or: How to Manage Projects for Organization
Success Change Management as a Project Promise
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The Project Challenge!Scope, Plan, Manage, and Measure!Change Business Case!
Outline!
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3!
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• Realities of change • PMBOK 4.0 • People, Process,
Technology
1. The Project Challenge!
2. Scope, Plan, Manage, and Measure!
3. Change Business Case!
4!
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The Project Challenge!
• Resistance and inadequate sponsorship are common reasons that projects fail to deliver desired results!
• Leaders underestimate how hard it is to drive people from a known comfort zone – no matter how desirable the future seems!
• Whether the starting point is a crisis or an opportunity, the challenge remains that a project changes the way employees, customers, and investors perceive, experience, or cope with the project change!
• Even if the future reality is clear and compelling and better than today, the project also has to be framed as necessary or even inevitable!
• Realities of change!
• PMBOK 4.0!
• People, Process, Technology!
5!
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The Project Challenge!
• Project Management identifies requirements to address various needs, concerns, and expectations of the stakeholders as the project is planned and carried out. !
• Project management balances organization and project constraints included, but not limited to: scope, quality, schedule, budget, resources, and risk.!
• The latest version of Project Management Institute’s PMBOK 4.0 indexes the following words:!§ project 6,030 times, !§ process 1,845, !§ change 760, !§ results 234, and !§ people 49 times -- a people to process
ratio of 1:123? !
• Realities of change!
• PMBOK 4.0 – The Project Management Book of Knowledge, �The Project Management Institute!
• People, Process, Technology!
6!
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The Project Challenge - People rely on frameworks to make sense of their world�! • Change disrupts patterns and transition
presents confusion, both create desire to revert to what is known!
• Scope presents a map and the compass bearings for change. To manage change, you first need to manage scope.!
• A project may make all the business sense in the world, but people are emotional and emotions impact decision-making!
• Projects present interpretation along 3 spectrums:!
1. personal case vs. business case!2. emotional vs. rational!3. qualitative vs. quantitative!
• It takes people to deliver a project, execute a process, manage change, and deliver results, a dramatic shift from a 1:178 people to process ratio!
• Realities of change!
• PMBOK 4.0!
• People, Process, Technology!
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The Project Challenge – Organizations should only choose projects that deliver to their executive strategy!
% of Firms
36%
41%
43%
44%
44%
46%
54%
65%
72%
82%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
IT Perspective not Integrated
Silos/No Horizontal Process View
No Organizational Change Plan
Scope Expansion / Uncertainty
Business Case not Compelling
Inadequate Sponsorship
Unrealistic Expectations
Poor Project Management
Resistance by Employees
Project Team Lacked Skills
Source: Deloitte CIO Survey
Survey asked for top reasons, results are greater than 100%,!
Projects fail at an alarming rate!• 74% of all projects fail, come in
over budget or run past the original deadline!
• 90% of major IT project initiatives fail to be completed on time and on budget!
• A survey by KPMG, an international consulting firm, finds globally that 56% of IT projects fail is underestimating the scale of the problem!
• Certus, the UK IT director forum, believes that the failure rate of IT projects is closer to 90%.!
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1. The Project Challenge!
2. Scope, Plan, Manage, and�Measure!
Scope needs to be carefully defined and "managed as different people have different"needs, it is crucial to understand the impact"a project may have and to understand"the voice of the customer at all levels!
3. Change Business Case!
• Projects should all be evaluated with the same criteria capital expenditures are planned and with the same comparison:!
• Net present value!• Discounted cash flow!• Internal rate of return, etc..!
• Projects in the planning phase that present quantitative data and clear goals decrease the perception that they are pet projects driven by personality, not business!
• The project should be measured against initial baselines goals for trend analysis and gap analysis !
• Create dialogue around a project supported by a business case rationale with quantitative support, not a project that is a personality driven with emotional or qualitative criteria!
Scope, Plan, Manage, and Measure – Project transparency relies on clear, communicated goals and clear expectations �!
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The following tools identify, assess, quantify, and qualify project scope:!• Organizational Process Assets!• Enterprise Environment Factors!• Change Readiness!• Impact Analysis!• Stakeholder Analysis!• Communication Plan!• Risk Register!
1. The Project Challenge!
2. Scope, Plan, Manage, and Measure!
3. Change Business Case!
Scope, Plan, Manage, and Measure – Defining and managing scope throughout the project is a project’s key success factor!
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Scope, plan, manage, and measure - The proper assessment of organization culture and project stakeholders will provide the most accurate project scope!
1. Look at past project key success factors!
2. Identify pitfalls!3. Find power brokers!4. Look for tools already
accepted and leverage their familiarity!
5. Acknowledge organization accomplishment!
!
• Organizational Process Assets (Knowledge Management)!
• Enterprise Environment Factors (Culture)!
• Change Readiness!• Impact Analysis!• Stakeholder Assessment!• Communications!• Risk Register!
11!
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There is a natural productivity dip as you, the team, and the organization manage their role and the uncertainty of change. ��!
12!
�I can�t act any more with all this uncertainty�
Time
! �What�s this?� ! �Our company is
taking a big step�
�This is not something I want to be a part of�
�I�ll do what is necessary to survive�
�I think I can figure out how to live with it�
! �It is the right thing to do�
! �We will succeed�
Early awareness
Denial and uncertainty
Paralysis
Departure
Withdrawal
Adaptation
Commitment
Productivity Baseline
Organization Momentum
! �To what extent will it affect me?�
! �How can I get all this done?� ! �Does this make sense?�
Fear and resistance
! �Same job, less money!�
! �I don�t trust those guys!�
! �Maybe, I should learn more about it� ! �The train is leaving, I better get on� ! �It�s difficult, but we can do it�
Testing and acceptance
RESISTANCE
DENIAL
EXPLORATION
COMMITMENT
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Change is managed transition, it is important to manage the project and operations at or above the productivity baseline - competence will bring confidence!
Factors that will sabotage productivity!1. Low level of collaboration / difficulties in meeting objectives!
§ Limited buy-in and support!§ Lack of employee motivation !§ Increasing resistance to transformation and change!§ Lack of alignment across key stakeholders and
business leaders!§ Potential conflicts due to lingering non-addressed
issues and differences!
2. Operational obstacles and delays!§ Lack of alignment of business and critical support
functions!§ Difficulties and misunderstandings in
communication due to unclear objectives, varying expectations and competing business priorities!
§ Eroding trust and loss of good people !§ Loss of productivity !
3. Loss of leadership credibility !
§ Lack of accountability or empowerment with the teams!
§ Early results not sustained!§ Difficulties on implementing the transformation
initiatives!!
13!
�I can�t act any more with all this uncertainty�
Time
! �What�s this?� ! �Our company is
taking a big step�
�This is not something I want to be a part of�
�I�ll do what is necessary to survive�
�I think I can figure out how to live with it�
! �It is the right thing to do�
! �We will succeed�
Early awareness
Denial and uncertainty
Paralysis
Departure
Withdrawal
Adaptation
Commitment
Productivity Baseline
Organization Momentum
! �To what extent will it affect me?�
! �How can I get all this done?� ! �Does this make sense?�
Fear and resistance
! �Same job, less money!�
! �I don�t trust those guys!�
! �Maybe, I should learn more about it� ! �The train is leaving, I better get on� ! �It�s difficult, but we can do it�
Testing and acceptance
RESISTANCE
DENIAL
EXPLORATION
COMMITMENT
$ $!
An organization’s culture and leadership style review provides and a look at tradition areas of concern, to avoid, or success factors, to replicate.��!
The Competing Values Framework:!!
1. Identifies 4 types of organizational culture:!• Ad Hoc, !• Clan, !• Hierarchy, and !• Market!
2. Evaluates organizations by values of leadership, effectiveness, organizational theory, and Total Quality Management programs!
3. Categorizes organizations by degree of:!• Internal focus and
integration!• Flexibility and discretion!• External Focus and
differentiation!• Stability and control!
14!
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Sample Competing Values Plotted!
CEO / Executive Team!
Founder / Executive Team!
CFO / Executive Team!
Director of Marketing!
15!
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1. The Project Challenge!
2. Scope, Plan, Manage, and Measure!
3. Change Business Case!
Scope, Plan, Manage, and Measure – Defining and managing scope throughout the project is a project’s key success factor!
16!
• Organizational Process Assets
• Enterprise Environment Factors
• Change Readiness • Impact Analysis • Stakeholder Analysis • Communication Plan • Risk Register
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Plan, manage, and measure!
1. Look at past project key success factors!
2. Identify pitfalls!3. Find power brokers!4. Look for tools already
accepted and leverage their familiarity!
5. Acknowledge organization accomplishment!
!
• Organizational Process Assets!
• Enterprise Environment Factors!
• Change Readiness!• Impact Analysis!• Stakeholder Assessment!• Communications!• Risk Register!
17!
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1. Assess the level of readiness!2. Measure the gap between the
current level of readiness and the needed level for each stakeholder group!
3. Prioritize where intervention is required!
4. Identify key issues for each stakeholder group!
5. Begin to develop tactical recommendations to bridge gap in readiness levels and address key issues!
• Organizational Process Assets!
• Enterprise Environment Factors!
• Change Readiness!• Impact Analysis!• Stakeholder Assessment!• Communications!• Risk Register!
Plan, manage, and measure!
18!
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Change readiness survey sample (1 of 2)! Strongly
Agree Agree
Neither Agree nor Disagree
Disagree Strongly Disagree
1. I understand why [insert company name] will implement [any example: technology, etc…].
2. I believe that [INSERT COMPANY NAME] must implement [any example: technology, etc...].
3. The goals of the [any example: technology, etc...] program have been clearly communicated to me.
4. I have communicated the goals of the [any example: technology, etc...] program to my team or colleagues.
5. I believe that the long-term benefits of [any example: technology, etc...] outweigh any short-term disruption to standard operating procedures.
6. I believe [INSERT COMPANY NAME] senior management effectively communicate the vision for [INSERT COMPANY NAME]
7. I believe [INSERT COMPANY NAME] senior management effectively communicate the vision for [INSERT COMPANY NAME]
8. I believe that the [any example: technology, etc...] is a necessary component to achieve the [INSERT COMPANY NAME] vision.
9. I believe we have the people and process currently in place to achieve the vision of the organization.
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Change readiness survey sample (2 of 2)!Current Culture
Authoritarian Self-governed Participatory Team-Oriented Democratic
Preferred Culture
1. Dominant Management Philosophy
Authoritarian Self-governed Participatory Team-Oriented Democratic
Current Culture Common Consistent Differentiated Divergent Disparate
Preferred Culture
2. Degree Processes are Standardized
Common Consistent Differentiated Divergent Disparate
Current Culture Individual Only Mostly
Individual Individual and Team
Mostly Team Team Only
Preferred Culture
3.
Reward Behaviors
Individual Only Mostly Individual
Individual and Team
Mostly Team Team Only
Current Culture Up or Out Adaptive
Performance Standard Performance
Subjective Performance
Job for Life
Preferred Culture
4.
Career Progression
Up or Out Adaptive
Performance Standard Performance
Subjective Performance
Job for Life
Current Culture Base
Compensation Base + Reward Balanced High Incentive All Incentive
Preferred Culture
5.
Method for Reward and Incentive
Base Compensation
Base + Reward Balanced High Incentive All Incentive
20!
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Change readiness survey sample data
21!
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Scope, plan, manage, and measure!
1. Investigate the impact to internal and external stakeholders!
2. Identify stakeholders!3. Improve communication! !
• Organizational Process Assets!
• Enterprise Environment Factors!
• Change Readiness!• Impact Analysis!• Stakeholder Assessment!• Communications!• Risk Register!
22!
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Understand Sponsor Goals &
Expectations!
Understand Strategic Context
& Intent!
Assess Internal Context - Stakeholders &
Technology!
Categorize Areas Of Impact!
Identify Impact Issues!
!
Prioritize Impacts!
!
Develop Impact Strategy!
!
!
Implement!!
Focus Groups - Interviews and conversations with key personnel - Drawing on past experiences and knowledge - Project team discussions !
The departments affected are identified (i.e., HR, Communications, CIS etc.). - Employee positions affected are then ascertained. - Following, classification of the impact issue is by business area !
Frequency (i.e. how often) - Criticality (extent to which the impact threatens project success) - Complexity - Time Involved - Number of Business Areas Impacted - Position Impacted - Difficulty of Implementation !
After prioritizing the impacts, highest priorities are addressed first. The focus is to address and minimize negative results of change and typically done during team meetings to ensure that the strategy will incorporate a diverse perspective. Those issues with high degrees of impact are addressed first and given more time, energy and focus. !
After impact strategy development, the strategy is reviewed with the project sponsor. Findings should be factored into the project scope and project constraints.!!
Impact strategy development!
Source: Deloitte Consulting!
23!
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Introduction of templates and legend to review templates!
Template name and full view!
Template section drilldown!
Template �Section enlarged!
24!
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Impact analysis sample template 1!
• All managers and leaders are message champions !• Communicate consistently across and within
stakeholder groups!• Tailor communication to the interests of each
audience!• Use proven delivery methods that have been
successful in the past, while taking advantage of innovative new processes !
• Involve stakeholders in program decision making!• Actively solicit, listen and respond to customer
feedback !
Communication Principles!
• Increase awareness of how the program helps the organization meet its mission challenges today and will help in the future!
• Prepare users for changes!• Educate stakeholders about the method of
delivering capabilities!• Involve stakeholders in planning for changes in
people, process and technology; get their feedback on the process; and gain !
• their buy-in!• Inform external oversight bodies and gain their
support!• Share the project’s progress and celebrate its
successes!
Communication Objectives!
25!
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Impact analysis sample template 1 of 3!
26!
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Impact analysis sample template 2 of 3!
27!
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Impact analysis sample template 3 of 3!
28!
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1. Identify potential advocates and critics of the change!
2. Eliminate resistance to change!
3. Create a team atmosphere !4. Establish a level of trust!5. Create a sense of
ownership for participants involved in the change!
6. Raise the level of communication effectiveness!
• Organizational Process Assets!
• Enterprise Environment Factors!
• Change Readiness!• Impact Analysis!• Stakeholder Assessment!• Communications!• Risk Register!
Plan, manage, and measure!
29!
$ $!
Stakeholder assessment sample 1 of 3 !Name or Group Role
Motivation, Drivers, Expectations of Exchange
When does this stakeholder need to be involved in the
change effort?
Stakeholder Management Activities
Who Delivers When due Status
- 0 + ++
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
- 0 + ++
4 3 6 3
Stakeholder Analysis
Predisposition
Disposition sum• All managers and leaders are message champions !• Communicate consistently across and within
stakeholder groups!• Tailor communication to the interests of each
audience!• Use proven delivery methods that have been
successful in the past, while taking advantage of innovative new processes !
• Involve stakeholders in program decision making!• Actively solicit, listen and respond to customer
feedback !
Communication Principles!
• Increase awareness of how the program helps the organization meet its mission challenges today and will help in the future!
• Prepare users for changes!• Educate stakeholders about the method of
delivering capabilities!• Involve stakeholders in planning for changes in
people, process and technology; get their feedback on the process; and gain !
• their buy-in!• Inform external oversight bodies and gain their
support!• Share the project’s progress and celebrate its
successes!
Communication Objectives!
30!
$ $!
Stakeholder assessment sample 2 of 3!
Name or Group RoleMotivation, Drivers, Expectations of
Exchange
When does this stakeholder need to be involved in the
change effort?
Stakeholder Management Activities
Who Delivers When due Status
- 0 + ++
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
- 0 + ++
4 3 6 3
Stakeholder Analysis
Predisposition
Disposition sum
Use this to make your sponsors and your team aware of the !
Plot these individually on a 4 X 4 matrix (see slide 24)!
31!
$ $!
Stakeholder assessment sample 3 of 3!
Name or Group RoleMotivation, Drivers, Expectations of
Exchange
When does this stakeholder need to be involved in the
change effort?
Stakeholder Management Activities
Who Delivers When due Status
- 0 + ++
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
- 0 + ++
4 3 6 3
Stakeholder Analysis
Predisposition
Disposition sum
32!
$ $!
Stakeholder management visual plot!
o ++
- +
Support
Influence
OA
Commissioner
OTIS SMEs
SCRIBE SMEs DMS Food Systems SME's
Division Section Leads
Derek Allen (DISC)
DISC
Michael Nail
Bob Haness Joe Caifero
Patti Foster
Melanie White
o ++
- +
Support
Influence
OA
Commissioner
OTIS SMEs
SCRIBE SMEs DMS Food Systems SME's
Division Section Leads
Derek Allen (DISC)
DISC
Michael Nail
Bob Haness Joe Caifero
Patti Foster
Melanie White
o++
-+
Support
Influence
OA
Commissioner
OTIS SMEs
SCRIBE SMEs DMS Food Systems SME's
Division Section Leads
Derek Allen (DISC)
DISC
Michael Nail
Bob Haness Joe Caifero
Patti Foster
Melanie White
o ++
- +
Support
Influence
OA
Commissioner
OTIS SMEs
SCRIBE SMEs DMS Food Systems SME's
Division Section Leads
Derek Allen (DISC)
DISC
Michael Nail
Bob Haness Joe Caifero
Patti Foster
Melanie White
o++
-+
Support
Influence
OA
Commissioner
OTIS SMEs
SCRIBE SMEs DMS Food Systems SME's
Division Section Leads
Derek Allen (DISC)
DISC
Michael Nail
Bob Haness Joe Caifero
Patti Foster
Melanie White
The image cannot be displayed. Your computer may not have enough memory to open the image, or the image may have been corrupted. Restart your
o++
-+
Support
Influence
OA
Commissioner
OTIS SMEs
SCRIBE SMEs DMS Food Systems SME's
Division Section Leads
Derek Allen (DISC)
DISC
Michael Nail
Bob Haness Joe Caifero
Patti Foster
Melanie White
o++
-+
Support
Influence
OA
Commissioner
OTIS SMEs
SCRIBE SMEs DMS Food Systems SME's
Division Section Leads
Derek Allen (DISC)
DISC
Michael Nail
Bob Haness Joe Caifero
Patti Foster
Melanie White
o++
-+
Support
Influence
OA
Commissioner
OTIS SMEs
SCRIBE SMEs DMS Food Systems SME's
Division Section Leads
Derek Allen (DISC)
DISC
Michael Nail
Bob Haness Joe Caifero
Patti Foster
Melanie White
o++
-+
Support
Influence
OA
Commissioner
OTIS SMEs
SCRIBE SMEs DMS Food Systems SME's
Division Section Leads
Derek Allen (DISC)
DISC
Michael Nail
Bob Haness Joe Caifero
Patti Foster
Melanie White
Name or Group RoleMotivation, Drivers, Expectations of
Exchange
When does this stakeholder need to be involved in the
change effort?
Stakeholder Management Activities
Who Delivers When due Status
- 0 + ++
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
- 0 + ++
4 3 6 3
Stakeholder Analysis
Predisposition
Disposition sum
o ++
- +
Support
Influence
OA
Commissioner
OTIS SMEs
SCRIBE SMEs DMS Food Systems SME's
Division Section Leads
Derek Allen (DISC)
DISC
Michael Nail
Bob Haness Joe Caifero
Patti Foster
Melanie White
33!
$ $!
1. Without good information, people make it up!
2. Lack of information breeds uncertainty…and anxiety!
3. Anxiety interferes with focus and productivity!
4. People work harder for organizations they feel a part of!
5. Communication stimulates new ways of thinking!
6. Communication is about ensuring the right messages are conveyed to the right stakeholders through the right mechanisms in real time.!
• Organizational Process Assets!
• Enterprise Environment Factors!
• Change Readiness!• Impact Analysis!• Stakeholder Assessment!• Communications!• Risk Register!
Plan, manage, and measure!
34!
$ $!
Communication will increase business’ understanding, ownership and acceptance of the change
• What is the transformation about?!
• Why is there a need for it?!
• What major changes will occur?!
• How will my organization be different?!
• What does it mean to end users?!
• What is the timeline for significant events? !
• How will the changes impact me and job?!
• What are my new roles and responsibilities?!
• How can I influence the changes?!
• What new functionalities will be provided?!
• How will the current processes change?!
• How will the progress be measured and reported?!
• Where do I go to find more information? !
• How does the change/process/technology work?!
• How will the changes help me?!
• What are my new responsibilities? !
• What support will I have after training?!
• Who are the primary points of contact!
• Who can answer my questions? !
• How will the changes be implemented?!
• Who can I call if I have problems?!
• When will the changes be implemented? !
• How are the customers adapting throughout the transition process?!
• What communications channels are working/not working?!
• What kind of concerns do the customers have?!
• What are the lessons learned? !
Awareness! Understanding/ Involvement!
Training/ Acceptance!
Implementation/ Transition! Follow up!
35!
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Communications plan sample 1!Messaging
Project Team WorkstreamName of
Communication Event
Audience Category
Audience Description
Delivery Channel
Project Phase
Frequency Target Date(s)Communication Objectives
(Commitment Curve)Key Messages Content Developer
Content Reviewer & Approver
Key Communicators
Additional Notes
Status Status NotesLocation of
Communication Documents
General Information Timing Communication Roles Communication Status
• All managers and leaders are message champions !• Communicate consistently across and within
stakeholder groups!• Tailor communication to the interests of each
audience!• Use proven delivery methods that have been
successful in the past, while taking advantage of innovative new processes !
• Involve stakeholders in program decision making!• Actively solicit, listen and respond to customer
feedback !
Communication Principles!
• Increase awareness of how the program helps the organization meet its mission challenges today and will help in the future!
• Prepare users for changes!• Educate stakeholders about the method of
delivering capabilities!• Involve stakeholders in planning for changes in
people, process and technology; get their feedback on the process; and gain !
• their buy-in!• Inform external oversight bodies and gain their
support!• Share the project’s progress and celebrate its
successes!
Communication Objectives!
36!
$ $!
Communications plan sample 1 of 4!
Messaging
Project Team WorkstreamName of
Communication Event
Audience Category
Audience Description
Delivery Channel
Project Phase
Frequency Target Date(s)Communication Objectives
(Commitment Curve)Key Messages Content Developer
Content Reviewer & Approver
Key Communicators
Additional Notes
Status Status NotesLocation of
Communication Documents
General Information Timing Communication Roles Communication Status
37!
$ $!
Messaging
Project Team WorkstreamName of
Communication Event
Audience Category
Audience Description
Delivery Channel
Project Phase
Frequency Target Date(s)Communication Objectives
(Commitment Curve)Key Messages Content Developer
Content Reviewer & Approver
Key Communicators
Additional Notes
Status Status NotesLocation of
Communication Documents
General Information Timing Communication Roles Communication Status
Communications plan sample 2 of 4!
38!
$ $!
Messaging
Project Team WorkstreamName of
Communication Event
Audience Category
Audience Description
Delivery Channel
Project Phase
Frequency Target Date(s)Communication Objectives
(Commitment Curve)Key Messages Content Developer
Content Reviewer & Approver
Key Communicators
Additional Notes
Status Status NotesLocation of
Communication Documents
General Information Timing Communication Roles Communication Status
Communications plan sample 3 of 4!
39!
$ $!
Messaging
Project Team WorkstreamName of
Communication Event
Audience Category
Audience Description
Delivery Channel
Project Phase
Frequency Target Date(s)Communication Objectives
(Commitment Curve)Key Messages Content Developer
Content Reviewer & Approver
Key Communicators
Additional Notes
Status Status NotesLocation of
Communication Documents
General Information Timing Communication Roles Communication Status
Communications plan sample 4 of 4!
40!
$ $!
Communications plan sample 2�!
Frequency Activity Purpose Prepare Participate or Review
Weekly Conduct Project Team (DT) Meeting Planning session for DT MT MT, DT
WeeklyDevelop meeting minutes Verify/develop project/archive old news,
new news, and actionsCommunication Lead ---
WeeklyDevelop Advisory Team (AT) talking points Provide relevant project activity summary
and information requests for AT members to discuss with Sponsors
Communication Lead MT
WeeklyUpdate project plan Update project plan with work performed
and any changes to tasksCommunication Lead MT
1st and 3rd
Tuesdays of every
month (TBD)
Conduct AT MeetingUpdate AT on project progress, obtain input, identify and resolve issues
Communication Lead, MT AT, MT, DT
Bi-weekly Develop Client Status ReportUpdate Project Leadership on project progress and identify issues/risks
Communication Lead MT
Bi-weekly Deliver Client Status Report --- --- MT
WeeklyConduct Client Status Meeting (Project Leadership)
Update Project Leadership on project progress, obtain input, identify and resolve issues
MT Project Leadership, MT
Weekly Collect AT information and follow-on actions Based on AT input, coordinate suggestions or communications
Communications Lead Communications Lead
Bi-weeklyCollect client feedback, information, follow-on actions
Output of bi-weekly client meeting Communications Lead Communications Lead
Bi-weeklyDevelop project team next-step (for following week) action reports
From bi-weekly client meeting update or modify based on client meeting
MT MT, Communications Lead
WeeklyDevelop project team next-step (for following week) action reports
Create team action reports MT MT, Communications Lead
WeeklyCollect status progress reports from team leads Collect information from team leads to
harmonize project modifications and develop team communication
Communications Lead Communications Lead
WeeklyUpdate client status report Boutelle calls Gaddy to give project update Communications Lead Communications Lead to
provide talking points; Sponsor, AT
WeeklyAT and Sponsor touch point Goldstein calls Ford to give project update Communications Lead Communications Lead to
provide talking points; AT
WeeklyProject Leadership touch point Richardson catches up with Argodale and
BontaCommunications Lead Communications Lead to
provide talking points; AT lead calls Sponsor
WeeklyDebrief/document client feedback or action steps from client meeting
Verify/develop project/archive old news, new news, and actions
Communications Lead MT, Communications Lead
WeeklyFollow-on actions from client meeting Verify/develop project/archive old news,
new news, and actionsCommunications Lead MT, Communications Lead
WeeklyDevelop meeting agenda Coordinate communication from the week
and develop Monday's agendaCommunications Lead MT, Communications Lead
MONTHLY
2nd Tuesday of each month - April 11, May 9, June 13, July 11 (TBD)
Executive Briefing Summary briefings for Sponsors and Project Leadership to present status and gather feedback
MT, Communications Lead Sponsors, Project Leadership, MT
GROUPS
Advisory Team (AT)
Management Team
Project Team (DT)
Sponsors
Project Leadership
MONDAY
WEDNESDAY
THURSDAY
FRIDAY
TUESDAY
Project Management Team Communications
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Plan, manage, and measure!
1. Decide how you will identify and manage risk !
2. Determine ratings, escalation, and resolution!
3. Identify risk stakeholder impact!
4. Understand probability!5. Do not use this as a checklist!
• Organizational Process Assets!
• Enterprise Environment Factors!
• Change Readiness!• Impact Analysis!• Stakeholder Assessment!• Communications!• Risk Register!
42!
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Risk register !Functional
GroupRisk Category Risk ID System ID Risk Event Potential Impact Occurrence Probability Impact Rating Risk Response Strategy Description
This is the functional team name, i.e., R&D,
Accounting & Controlling, Sales and
Marketing.
Operational - risk is directly related to the project or program’s scope and
scheduleTechnical - risk impacts the deal /
contractOther - all inclusive. Not covered by
the above.
User defined number.
User defined number. May or may not be
used.
A discrete occurrence that may affect the project for better or
worse. Risk is thought to have negative impact. Briefly describe
what the risk looks like.
Brief statement describing what would happen if the
risk event triggered.What would the adverse
effect(s) look like?
High - It is probably going to happen.Medium - There is a 50 / 50 chance of it happening.
Low - Little to no likelihood it will happen.
Your assessment of the event’s adverse effects (i.e., scope, schedule, budget, etc.) if the risk
event triggers.Three choices:
High - Severe project effect(s).Medium - Moderate project effect(s).
Low - Limited project effect.
There are four risk response options:Avoid
TransferMitigateAccept
Describe what your plan is in the event the risk triggers. What are you going to do in
relationship to your risk response (i.e., avoid, transfer, mitigate, or accept).
MSC Operational MSC-1 Customs issues (import/export) Shipping delays Low High MitigatePrepare and validate customs documents prior to Day 1
MSC Technical MSC-2 Not able to issue POsNo direct materials for production
Low Low Mitigate Manual work-around
MSC Operational MSC-3 Incorrect customer paymentsPayments to Client X instead of Acquirer X
High Medium Avoid / TransferIT working on a solution. Accounting working on a reconciliation process
MSC Operational MSC-4Cannot clear all in-transits before Day 1
Inventory in-transit on Day 1 High Medium Transfer Accounting responsibility
MSC Operational MSC-5 Do not complete PI before 12/30Inventory adjustments posted in next fiscal year
Medium Low AcceptAccounting will make necessary reconciliation entries
MSC Technical MSC-6 Not able to ship product No shipping Low High Mitigate System testing
MSC Operational MSC-7Failed labor negotiations at Location D St.
No union agreement for employees at Location D
Medium High MitigateEmployees work w/o a contract or under Client X contract via TSA
MSC Operational MSC-8Disruptions to "steady state" product flows
Backorders, late deliveries, etc. High Medium MitigateBuild inventory before Day 1. Stage shipments before Jan 2
MSC Technical MSC-9 EFD formatting or printing issuesNot able to ship, export, or import
Low Medium - could prevent shipping Mitigate Testing EFD's before Day 1
MSC Technical MSC-10Systems not ready for data transfers before Day 1
Delays in transferring orders and other data
Medium Medium -shipping/receiving delays Mitigate Prioritize order conversions if delays
MSC Operational / Technical MSC-11Last minute changes to country closing dates
Incorrect shipping settings Medium Medium Accept Be ready to react to any changes
Risk Assessment
• All managers and leaders are message champions !• Communicate consistently across and within
stakeholder groups!• Tailor communication to the interests of each
audience!• Use proven delivery methods that have been
successful in the past, while taking advantage of innovative new processes !
• Involve stakeholders in program decision making!• Actively solicit, listen and respond to customer
feedback !
Communication Principles!
• Increase awareness of how the program helps the organization meet its mission challenges today and will help in the future!
• Prepare users for changes!• Educate stakeholders about the method of
delivering capabilities!• Involve stakeholders in planning for changes in
people, process and technology; get their feedback on the process; and gain !
• their buy-in!• Inform external oversight bodies and gain their
support!• Share the project’s progress and celebrate its
successes!
Communication Objectives!
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Functional Group
Risk Category Risk ID System ID Risk Event Potential Impact Occurrence Probability Impact Rating Risk Response Strategy Description
This is the functional team name, i.e., R&D,
Accounting & Controlling, Sales and
Marketing.
Operational - risk is directly related to the project or program’s scope and
scheduleTechnical - risk impacts the deal /
contractOther - all inclusive. Not covered by
the above.
User defined number.
User defined number. May or may not be
used.
A discrete occurrence that may affect the project for better or
worse. Risk is thought to have negative impact. Briefly describe
what the risk looks like.
Brief statement describing what would happen if the
risk event triggered.What would the adverse
effect(s) look like?
High - It is probably going to happen.Medium - There is a 50 / 50 chance of it happening.
Low - Little to no likelihood it will happen.
Your assessment of the event’s adverse effects (i.e., scope, schedule, budget, etc.) if the risk
event triggers.Three choices:
High - Severe project effect(s).Medium - Moderate project effect(s).
Low - Limited project effect.
There are four risk response options:Avoid
TransferMitigateAccept
Describe what your plan is in the event the risk triggers. What are you going to do in
relationship to your risk response (i.e., avoid, transfer, mitigate, or accept).
MSC Operational MSC-1 Customs issues (import/export) Shipping delays Low High MitigatePrepare and validate customs documents prior to Day 1
MSC Technical MSC-2 Not able to issue POsNo direct materials for production
Low Low Mitigate Manual work-around
MSC Operational MSC-3 Incorrect customer paymentsPayments to Client X instead of Acquirer X
High Medium Avoid / TransferIT working on a solution. Accounting working on a reconciliation process
MSC Operational MSC-4Cannot clear all in-transits before Day 1
Inventory in-transit on Day 1 High Medium Transfer Accounting responsibility
MSC Operational MSC-5 Do not complete PI before 12/30Inventory adjustments posted in next fiscal year
Medium Low AcceptAccounting will make necessary reconciliation entries
MSC Technical MSC-6 Not able to ship product No shipping Low High Mitigate System testing
MSC Operational MSC-7Failed labor negotiations at Location D St.
No union agreement for employees at Location D
Medium High MitigateEmployees work w/o a contract or under Client X contract via TSA
MSC Operational MSC-8Disruptions to "steady state" product flows
Backorders, late deliveries, etc. High Medium MitigateBuild inventory before Day 1. Stage shipments before Jan 2
MSC Technical MSC-9 EFD formatting or printing issuesNot able to ship, export, or import
Low Medium - could prevent shipping Mitigate Testing EFD's before Day 1
MSC Technical MSC-10Systems not ready for data transfers before Day 1
Delays in transferring orders and other data
Medium Medium -shipping/receiving delays Mitigate Prioritize order conversions if delays
MSC Operational / Technical MSC-11Last minute changes to country closing dates
Incorrect shipping settings Medium Medium Accept Be ready to react to any changes
Risk Assessment
Risk register 1 of 3!
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$ $!
Functional Group
Risk Category Risk ID System ID Risk Event Potential Impact Occurrence Probability Impact Rating Risk Response Strategy Description
This is the functional team name, i.e., R&D,
Accounting & Controlling, Sales and
Marketing.
Operational - risk is directly related to the project or program’s scope and
scheduleTechnical - risk impacts the deal /
contractOther - all inclusive. Not covered by
the above.
User defined number.
User defined number. May or may not be
used.
A discrete occurrence that may affect the project for better or
worse. Risk is thought to have negative impact. Briefly describe
what the risk looks like.
Brief statement describing what would happen if the
risk event triggered.What would the adverse
effect(s) look like?
High - It is probably going to happen.Medium - There is a 50 / 50 chance of it happening.
Low - Little to no likelihood it will happen.
Your assessment of the event’s adverse effects (i.e., scope, schedule, budget, etc.) if the risk
event triggers.Three choices:
High - Severe project effect(s).Medium - Moderate project effect(s).
Low - Limited project effect.
There are four risk response options:Avoid
TransferMitigateAccept
Describe what your plan is in the event the risk triggers. What are you going to do in
relationship to your risk response (i.e., avoid, transfer, mitigate, or accept).
MSC Operational MSC-1 Customs issues (import/export) Shipping delays Low High MitigatePrepare and validate customs documents prior to Day 1
MSC Technical MSC-2 Not able to issue POsNo direct materials for production
Low Low Mitigate Manual work-around
MSC Operational MSC-3 Incorrect customer paymentsPayments to Client X instead of Acquirer X
High Medium Avoid / TransferIT working on a solution. Accounting working on a reconciliation process
MSC Operational MSC-4Cannot clear all in-transits before Day 1
Inventory in-transit on Day 1 High Medium Transfer Accounting responsibility
MSC Operational MSC-5 Do not complete PI before 12/30Inventory adjustments posted in next fiscal year
Medium Low AcceptAccounting will make necessary reconciliation entries
MSC Technical MSC-6 Not able to ship product No shipping Low High Mitigate System testing
MSC Operational MSC-7Failed labor negotiations at Location D St.
No union agreement for employees at Location D
Medium High MitigateEmployees work w/o a contract or under Client X contract via TSA
MSC Operational MSC-8Disruptions to "steady state" product flows
Backorders, late deliveries, etc. High Medium MitigateBuild inventory before Day 1. Stage shipments before Jan 2
MSC Technical MSC-9 EFD formatting or printing issuesNot able to ship, export, or import
Low Medium - could prevent shipping Mitigate Testing EFD's before Day 1
MSC Technical MSC-10Systems not ready for data transfers before Day 1
Delays in transferring orders and other data
Medium Medium -shipping/receiving delays Mitigate Prioritize order conversions if delays
MSC Operational / Technical MSC-11Last minute changes to country closing dates
Incorrect shipping settings Medium Medium Accept Be ready to react to any changes
Risk Assessment
Risk register 2 of 3!
45!
$ $!
Functional Group
Risk Category Risk ID System ID Risk Event Potential Impact Occurrence Probability Impact Rating Risk Response Strategy Description
This is the functional team name, i.e., R&D,
Accounting & Controlling, Sales and
Marketing.
Operational - risk is directly related to the project or program’s scope and
scheduleTechnical - risk impacts the deal /
contractOther - all inclusive. Not covered by
the above.
User defined number.
User defined number. May or may not be
used.
A discrete occurrence that may affect the project for better or
worse. Risk is thought to have negative impact. Briefly describe
what the risk looks like.
Brief statement describing what would happen if the
risk event triggered.What would the adverse
effect(s) look like?
High - It is probably going to happen.Medium - There is a 50 / 50 chance of it happening.
Low - Little to no likelihood it will happen.
Your assessment of the event’s adverse effects (i.e., scope, schedule, budget, etc.) if the risk
event triggers.Three choices:
High - Severe project effect(s).Medium - Moderate project effect(s).
Low - Limited project effect.
There are four risk response options:Avoid
TransferMitigateAccept
Describe what your plan is in the event the risk triggers. What are you going to do in
relationship to your risk response (i.e., avoid, transfer, mitigate, or accept).
MSC Operational MSC-1 Customs issues (import/export) Shipping delays Low High MitigatePrepare and validate customs documents prior to Day 1
MSC Technical MSC-2 Not able to issue POsNo direct materials for production
Low Low Mitigate Manual work-around
MSC Operational MSC-3 Incorrect customer paymentsPayments to Client X instead of Acquirer X
High Medium Avoid / TransferIT working on a solution. Accounting working on a reconciliation process
MSC Operational MSC-4Cannot clear all in-transits before Day 1
Inventory in-transit on Day 1 High Medium Transfer Accounting responsibility
MSC Operational MSC-5 Do not complete PI before 12/30Inventory adjustments posted in next fiscal year
Medium Low AcceptAccounting will make necessary reconciliation entries
MSC Technical MSC-6 Not able to ship product No shipping Low High Mitigate System testing
MSC Operational MSC-7Failed labor negotiations at Location D St.
No union agreement for employees at Location D
Medium High MitigateEmployees work w/o a contract or under Client X contract via TSA
MSC Operational MSC-8Disruptions to "steady state" product flows
Backorders, late deliveries, etc. High Medium MitigateBuild inventory before Day 1. Stage shipments before Jan 2
MSC Technical MSC-9 EFD formatting or printing issuesNot able to ship, export, or import
Low Medium - could prevent shipping Mitigate Testing EFD's before Day 1
MSC Technical MSC-10Systems not ready for data transfers before Day 1
Delays in transferring orders and other data
Medium Medium -shipping/receiving delays Mitigate Prioritize order conversions if delays
MSC Operational / Technical MSC-11Last minute changes to country closing dates
Incorrect shipping settings Medium Medium Accept Be ready to react to any changes
Risk Assessment
Risk register 3 of 3!
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1
Scope, Plan, Manage, and Measure!
New Scope!• Stakeholder Assessment!• Communications!• Risk Register!
New Scope! • Change Readiness!• Impact Analysis!
New Scope! • Organizational Process Assets!• Enterprise Environment Factors!
Scope!
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• Business case !• Bait and switch!• Triple constraint!• Formulas!• Project Human
Resource Management
48!
1. The Project Challenge!
2. Scope, Plan, Manage, and Measure!
3. Change Business Case!
$ $!
Change Business Case!
1. The planning process!2. Estimating resources!3. Developing the budget!
• Business Case !• Bait and Switch!• Triple Constraint!• Formulas!• Project Human Resource�
Management!
49!
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Change Business Case !
a) WBS!b) Activity sequence!c) Network diagram!d) Resource requirements!e) Time and cost estimates!f) Critical path dependencies!g) Schedule development!h) Budget development!
• Business Case !1. The planning process!2. Estimating resources!3. Developing the budget!
• Bait and Switch!• Triple Constraint!• Formulas!• Project Human Resource�
Management!!
50!
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Change Business Case !
• When the planned resources are no longer available!
• When the planned resources are removed!
• Business Case !• Bait and Switch!• Triple Constraint!• Formulas!• Project Human Resource�
Management!!
51!
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Change Business Case !
• Business Case !• Bait and Switch!• Triple Constraint!• Formulas!• Project Human Resource�
Management!Triple
Constraint!
Cost!
Customer Satisfaction!
52!
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Change Business Case !
1. Impact on project costs!2. Impact on project duration!
• Business Case !• Bait and Switch!• Triple Constraint!• Formulas!• Project Human Resource�
Management!
53!
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Change Business Case !
1. Impact on project costs!Cost = (effort hours/staff productivity) * staff rate!
2. Impact on project duration!Duration = (effort hours/staff production)/staff availability!
• Business Case !• Bait and Switch!• Triple Constraint!• Formulas!• Project Human Resource�
Management!
54!
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• Business Case !• Bait and Switch!• Triple Constraint!• Formulas!
1. Impact on project costs"Cost = "(effort hours/staff productivity)"* staff rate!
2. Impact on project duration�Duration = "(effort hours/staff productivity)"/staff availability!
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• Project Human Resource�Management!
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Change Business Case - exercise!
As the project manager you rely on the work breakdown structure that was built by each subject matter expert to build your activity sequence, network diagram, resource requirements, time and cost estimates, critical path dependencies, schedule, and budget.!You have just been told the resource who built the estimate for the work breakdown structure is not available for the project. A replacement has been identified and will join the project.!You note that the replacement has a lower hourly rate than the original, however, the replacement has less experience (estimated at 40% less experience) and is only available 50% of the time. !Using the details below and the formulas to the left, how can you quantify the impact the replacement will have on the project cost and the project duration?!!
Original resource:!
Substitute resource!
Staff production or productivity !
1! .6 (.4 less effective than original)!
Staff rate ! $350! $170!
Effort! 40 (fulltime)! 50%!
55!
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Project Human Resource Management • Motivation • Roles and responsibilities • Team dynamics • Milestones
56!
• Business Case !• Bait and Switch!• Triple Constraint!• Formulas!• Project Human Resource�
Management!
Project Human Resource Management!
$ $!
Project Human Resource Management!
How does individual motivation affect estimated performance!
• Business Case !• Bait and Switch!• Triple Constraint!• Formulas!• Project Human Resource�
Management!• Motivation!• Roles and
responsibilities!• Team dynamics!• Milestones!
Triple Constraint!
Cost!
Scope!
Tim
e!Customer
Satisfaction!
Qu
alit
y!Risk!
57!
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If you rely on people you need to rely on motivation!
Motivation 1. Intrinsic 2. External
Satisfaction 1. Achievement 2. Recognition 3. Work itself 4. Responsibility 5. Advancement 6. Growth
Triple Constraint!
Cost!
Scope!
Tim
e!
Customer Satisfaction!
Qu
alit
y!Risk!
58!
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If you rely on people you need to rely on motivation!
Source: http://www.flickr.com/photos/creativetallis/3457121970/!
Motivation 1. Intrinsic 2. External
Satisfaction 1. Achievement 2. Recognition 3. Work itself 4. Responsibility 5. Advancement 6. Growth
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If you rely on people you need to rely on motivation!
Source: http://maaw.info/ArticleSummaries/ArtSumHerzberg6803.htm!
Factors that lead to extreme dissatisfaction! Factors that led to extreme satisfaction!
60!
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If you rely on people you need to rely on motivation!
Triple Constraint!
Cost!
Scope!
Tim
e!
Customer Satisfaction!
Qu
alit
y!Risk!
61!
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Project human resource management!
1. Outline top skills and goals needed in the role!
a) Top 3 skills expected !b) Top 3 skills to develop!
2. Establish a rating criteria and inputs used for the rating!
3. Share assessment criteria with sponsor, prime, sub-prime for mutual evaluation!
62!
• Business Case !• Bait and Switch!• Triple Constraint!• Formulas!• Project Human Resource�
Management!• Motivation!• Roles and
responsibilities!• Team dynamics!• Milestones!
$ $!
Project human resource management!
1. At the kickoff let the team build the rules of engagement!
a) Communication expectations!b) Risk identification!c) Meeting protocol!d) Knowledge management!
2. Skills register!3. Project team�
(sub-contractor) HR rating!4. Social media!
63!
• Business Case !• Bait and Switch!• Triple Constraint!• Formulas!• Project Human Resource�
Management!• Motivation!• Roles and
responsibilities!• Team dynamics!• Milestones!
$ $!
Project human resource management!
1. Identify milestones !2. Identify key
accomplishments along the project lifecycle!
3. Align milestones to human resource ratings!
4. Identify and communicate new risk !
5. Identify achievements and recognition!
6. Archive!7. Pause!
64!
• Business Case !• Bait and Switch!• Triple Constraint!• Formulas!• Project Human Resource�
Management!• Motivation!• Roles and
responsibilities!• Team dynamics!• Milestones!
$ $!
Why business initiatives fail: people!
1. The Project Challenge!
2. Scope, Plan, Manage, and Measure!
3. Change Business Case!
65!
% of Firms
36%
41%
43%
44%
44%
46%
54%
65%
72%
82%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
IT Perspective not Integrated
Silos/No Horizontal Process View
No Organizational Change Plan
Scope Expansion / Uncertainty
Business Case not Compelling
Inadequate Sponsorship
Unrealistic Expectations
Poor Project Management
Resistance by Employees
Project Team Lacked Skills
Source: Deloitte CIO Survey % of Firms
36%
41%
43%
44%
44%
46%
54%
65%
72%
82%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
IT Perspective not Integrated
Silos/No Horizontal Process View
No Organizational Change Plan
Scope Expansion / Uncertainty
Business Case not Compelling
Inadequate Sponsorship
Unrealistic Expectations
Poor Project Management
Resistance by Employees
Project Team Lacked Skills
Source: Deloitte CIO Survey
• Organizational Process Assets!
• Enterprise Environment Factors!
• Change Readiness!• Impact Analysis!• Stakeholder Analysis!• Communication Plan!• Risk Register!
• Thoughts?!• Questions?!• Contact:!
www.TobyElwin.com!
1. The Project Challenge!
2. Scope, Plan, Manage, and Measure!
3. Change Business Case!
66!
