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CDC PM Community of PracticeJune 25, 2010
Kevin Lyday, PMP, CISSP, CIPP/GAssociate Director
Office of Public Health Preparedness and [email protected](770) 488 8011
Information Resources Office
Operations Team - Keith West• Information Security (Information Systems Security Officer) • Information Privacy • Asset Management (Hardware and Software) Property Accountability
Officer • Customer Service and Help Desk Support • OCISO and PGO Liaison Systems Support Team - Dan Tuten• OPHPR Administrative Systems • OPHPR Intranet and Internet
Portfolio Management Team - Teresa Kinley• EPLC Management • CPIC Liaison and ESC Oversight • OPHPR IR Governance Management
The Story of the CPSH
CPSH
How to Avoid Project Manager Execution by
Controlling Project Execution
Do you know this PM?
Agenda Project failure, Kevinisms, and the Mystery House
Before you start executing (the project manager or the project) … project inputs
Project execution What it is (EPLC and PMI) Why we do it (Goals) How we do it (mysteries revealed)
Project Failure Test (Q1)Select the reason below that represents the reason most projects fail:
A. People
B. People
C. People
Failure ‘R’ Us (Q2)
A 2009 report from the Standish group indicates that the IT project success rate is approximately 32%. This is a great improvement from the 16% documented in their original 1994 report on the topic.
Wy Wee Donut Paln(Top 5 Kevinisms)
1. Without a plan, there is no yardstick by which to measure my project’s failure
2. I have no personal accountability if I have no plan(It is not my fault. I completed this project without a plan and succeeded in delivering nothing, as planned)
3. I did not have time wait on requirements so we started coding
4. Programs, stakeholders, and management do not know what they want, so I gave them what I thought they wanted
5. We do not have the money in the budget to plan. We just needed a solution … 3 months ago.
SarahWinchester’sMystery House
• Each night, the next day’s plans was determined via a séance• 500-600 rooms built, dismantled, and sealed until only 160 remain• Stairs lead to ceiling, doors lead to wall, doors to multi-story drops• Chimneys stop short of the roof
• Built 24/7/365 for 38 years starting in 1884 until 1922• Themes were the number 13 and spider
webs
Before You ExecutePlan … Plan … Plan … Plan … Plan … Plan …
The EPLC framework implementation is likely to shift more time and resources to the planning phases for projects and require additional resources from Project Managers, Business Owners, and IT Governance participants for review and approval activities. This increased investment in planning and oversight is expected to be more than offset by reduced resources spent in duplicative efforts and rework of avoidable errors.*
* From the Good Book (EPLC Framework), dated January 18, 2010
Major Inputs to Execution Integrated Baseline Project Process Agreement (EPLC) Project Management Plan
Change Management Plan Risk Management Plan Quality Plan Communications Plan
EVM System
EPLC and the IBR
The Integrated Baseline ReviewDo not start a project without it
All stakeholders agree to: Scope (via the PMP) Schedule (via a WBS and OBS) Costs (via a WBS packages) Risks (via Risk Management Plan) Deliverables and Quality How EPLC will be utilized (via PPA)
* http://intranet.cdc.gov/cpic/ibr_toolkit.htm
EVM as Measuring Stick (Q3)
Earned Value Management System(Via ANSI/EIA 748-B)
Contains 32 Guidelineshttp://intranet.cdc.gov/cpic/ansi_toolkit.htm
Change Management Plan
Customer: “can you add gold plating to this application?”
Developer: “I would be happy to, I will start on it today” $$$$$$$$$$$
Risk Management Plan (Q4) Foresee risks and probability Determine impact Determine triggers Document strategies
Accept Transfer Avoid Mitigate
Loss of 1 of 100
BP
What is Project Execution? (Q5)(From an EPLC Perspective)
Project Execution(Direct and Manage Project Execution)
Perform the work defined in the PM plan to achieve the project objectives*
*PMBOK Guide 4th Edition
Change Management Plan
RiskManagement Plan
Earned Value Management System
Integrated BaselineReview
Project Execution Goals Control Scope 5.5 Control Schedule 6.6 Control Costs 7.3 Minimize Risk 11.6 Maximize Quality 8.2/3 Manage Stakeholder Expectations
(communications) Avoid PM execution (professionally???)
Controlling Project Execution
Tricks, Techniques, Tools, Tribulations
Mysteries finally revealed!
Control Schedule
Monitor the critical path and know where your float and slack is.
Know your discrete measures Know the capacity of your resources
Control Costs (Q6-8) Formula for EV? EV is the budgeted amount for the work actually
completed on the schedule activity or WBS component during a given time period.
a^3 +or- b^3 = (a +or- b)(a^2 +or- ab + b^2) Formula: EV = PV x % Complete
Formula for CV? The cost variance at the end of the project will be the difference between the budget at completion (BAC) and the actual amount spent.
Formula: CV= EV – AC
Formula for SV? Schedule variance will ultimately equal zero when the project is completed because all of the planned values will have been earned.
Formula: SV = EV – PV
PV, EV, and AC(AKA The holy trinity of EVM)
} Cost Variance ( - )
BAC
} Schedule Variance ( - )
T I M E
C O
S T
Planned ValueEarned ValueActual Cost
Minimize Risk (Q9) By using existing assets (improvements to existing methods
and systems, changes in responsibilities, improvements to accountability and internal controls)
By contingency planning (allows you to take action immediately, with the minimum impact on project if you find yourself in a crisis management situation)
By investing in new resources Know your triggers Monitor risk/issue log
Deliverables and Project Quality
Deliver work products that meet customer’s quality expectations
Should you deliver more than the customer asked for?
Use agreed upon standards, metrics, checklists, and templates
Contributes to lessons learned
Stakeholder Communications
Notify sponsor the moment something significant goes wrong
Make stakeholders follow change control
Have sponsor review deliverables along the way
Educate on what you are doing/or want to do
Send out regular project updates and EV data
In Summary People and poor planning cause projects to
fail Poor project execution causes projects to fail Poor communications cause projects to fail If the project fails, the PM fails And finally >>>
Soapbox (Q10)(Why are you doing this)
Poor planning on your part does not constitute an emergency on mine!
Final Thought
