Project management in the real world

“The least you need to know…”

Diana Jonas, PMP

April 6, 2016

To PMBOK®, or not To PMBOK®

• The body of knowledge will equip a professional to know

what has to be done

• But to scope organise, pace and undertake the work, project

managers must engage with others in the choices to be

made and in scrutinising options (the ability to manage)

• In the PMBOK®, standards, methodology and procedures

are presented and explained but NOT how to manage the

conduct, resources, uncertainties, controversies and the

adaptation required to implement plans that robustly handle

risk and emergent issues.

• How well these matters are managed will determine how

effectively and efficiently a project organisation will reach its

goals.

Patterns of human and organisational

behaviour

• Reports revealing the why and how of project

management successes are out-numbered by

those listing the causes of project failure.

• Martin Price asserts that project successes and

failures can always be attributed to human and

organisational behaviour (wicked problems),

more than to tools and methodology.

• Through a focus on human and social factors, he

offers a series of nine measures that will improve

project reliability and performance.

Nine Crucial Capabilities of a Project Management Regime

Getting and Staying In Shape

Project`s

1. Collaboration

2. Able People

3. Strength

Conducting the Work

Project`s

4. Connections

5. Rigour

6. Pace of Progress

Assuring Success

Project`s

7. Persistence

8. Adaptation

9. Maturity

Project Management in the Real World

The Single-Minded Project - Ensuring the Pace of Progress, by Martin Price 2014, Gower Publishing, England

Complete Project Management MOCS & HOCS

Methodical

and

Operating

capabilities

Essential

Schemas

Human and

Organizational

capabilities

Vital

Behaviours

SYNERGY

INGENUITY

TO

MAINTAIN

PACE OF

PROGRESS

Complete Project Management –

venturesome behaviours

• Project managers are needed for some special professional

contributions (i.e. IPMFM or PMBOK ® related) but also for

skillful collaboration with a community of players.

• They have to shape both project direction and the form

of organization (approach) that each situation demands.

• Both community-play, as well as team-play is important.

• As is the thinking, leadership and individual contributions of

every player.

– Venturesome behaviours: imagination, shared values,

conversation, leadership, determination, compromise,

adaptability, engagement and collaboration.

A ‘New Wave’ project management

• Examination of project failures indicates that errors are being repeated

revealing persistent and consistent weakness.

• ‘The Single-Minded Project’ offers an approach to project management

that complements existing methodologies.

• Price recognises that at its heart, the management of a project relies on:

– the perceived choices, methods, behaviours and

decision-making of its players as well as the freedom

of action that is permitted to the project regime.

• He recognises that performance ultimately rests on human knowledge,

resolve, skill and collaboration and fills in the gaps where methodology

doesn’t provide useful responses to questions, such as:

– ‘How fast should we deliver this project?

– ‘How much diligence is appropriate in our ‘decision-making?’

More focus on ‘how’ not ‘what’ to do

• In the real world, what matters is the capability to execute the

work, whatever the circumstances!

• A project management regime has to assure progress: ensuring its

reliability, cost-control, rework, reduced lead-times, the quality of

outcomes and sometimes in managing mid-course corrections.

• A practitioner’s capability to manage ‘How to do it’ calls on abilities

that go beyond anyone’s knowledge of ‘What to do’.

• Behaviour and conduct that can accommodate waves of change

distinguish good project managers, accidental or not.

• Critical to a project achieving its objectives is the project manager`s

capacity to tame and to harness the legacy and habits of their

organisation!

Unfamiliar circumstances – the project ‘expedition’

• Project’s players – all those who share responsibility for a project’s

results, frequently find themselves in places and situations that could

not have been anticipated.

• Progress then requires skillful, informed and often spirited dialogue.

Competent and productive conversations are needed by all the

players.

• Critical choices have to be made; relying on the players’ social

engagement and an astute professional community.

• Managing a project can be compared to the experience of an

expedition.

• Social engagement and collaboration between the players is

mission-critical and ultimately the only way to advance the work

(especially so in the public sector!)

Accidental Project Managers - willing and

professionally able

• It is common for challenges and controversy about what has to be done

and how to do it to interfere with the pace of progress.

• Process ‘prescriptions’ cannot deal with these emergent and

unexpected project issues.

• Project managers must rely on common purpose and rational

un-inhibited dialogue and the team must be willing and professionally

able to do this.

• In high venture project work in particular, social interaction requires

player’s emotional maturity and political sensitivity.

• The values and routines of a work-place culture will maneuver much of

players’ behaviour: favourably or unfavourably.

Accidental Project Managers - willing and

professionally able continued

• In public sector situations, methodology can sometimes offer very little

to aid project managers in their navigation.

• The quality of the player’s thinking, dialogue, organization and resolve,

exercised through the leadership of each player will decide the outcome.

• Competences of project players are important but more than this

is required of an organisation itself.

• According to Price, project management depends on a culture that

embraces patterns of venturesome behaviour, a vital feature of the

project players’ regime and at least as important as technical skills!

• Congratulations! ‘Accidental project managers’ may very well have been

chosen/hired specifically FOR these conversational, leadership,

determination, compromise, adaptability, engagement, collaboration skills!

The proof is in the execution pudding

• A project is conducted by the players through their unique project

organization; something that can never be prescribed.

– Project managers have to be reliant, not on procedure and

prescriptions, but on the resolve of the sponsor and players,

their social engagement, collaboration and commitment

across the project organization.

• In a project’s execution we can recognise a project’s strengths and

weaknesses.

• In execution the quality of preparation, the wisdom of organization

and the judgment of the player’s choices are revealed (or not!).

• Project managers, according to Price, have to find ways to be

concerted and to act with persistence; always engaging together to

devise plans for innovation and collaboration.

Persistence and Price’s ‘Paradigm Paradox’

• Root cause of success or failure is consistently reported as being a

contradiction referred to as the ‘paradigm paradox’.

• Its victims are trapped in a world in which doctrines that sustain

outdated attitudes, role inflexibility and process rigidity too often

prevail. [Paradigm]

• Yet, although senior managers commonly attribute weaknesses in

capacity and performance to deficiencies in professional competence

and organization i.e. the CULTURE (people are ‘too unwilling or unable’

to adapt) NO remedial measures taken! [Paradox]

• Project team members habits of behaviour are seen as too deep-rooted

to change.

– Example Challenger disaster 1986 ‘ and the ‘normalised deviance’;

managers misrepresented data to align with and endorse a corporate

purpose; the behaviour became habituated and was unchallenged!

The Least you Need to Know

The Least You Need to Know

– For our public sector staff, understand the phases in

The OPS Integrated Project Management Framework and

Methodology (IPMFM) for others, refer to the PMBOK®

– Know the 7 critical success factors for a project

– Explain what a roles and responsibilities matrix (RASCI) is and

its purpose

– Describe the importance of planning for project risks and be

able to complete a risk matrix

– Explain the importance of communications management

– Identify the key elements to consider when creating a

realistic schedule

Concept Definition Planning Implementation Close-Out

The Least you Need to Know continued

• Describe the five phases of a project's life cycle

• Use important project management processes, tools and template

• Under stand key terminology (teams using the same language)

– Project: a temporary endeavour undertaken to create a unique product,

service or result. (PMBOK 5th edition)

– Management: the act or art of managing; the judicious use of means to

accomplish an end (Webster's dictionary)

– Project Management: the application of knowledge, skills, tools and

techniques to project activities to meet the project requirements

(PMBOK, 5th edition)

IPMFM - Project Management Overview

OPS Standardized Approach to Project Management

• Based on global best practices, (PMI’s PMBOK® Guide) and adapted for the OPS: developed through extensive

OPS-wide consultations with our partners and stakeholders

aligns with existing OPS policies, directives, business practices, and other corporate initiatives

• Recognizes the importance of people: integrates project management

processes and activities with people & organization change management principles, stages and actions

The Integrated Project Management

Framework Methodology

Integrated Project Management Framework

Methodology (IPMFM)

OPS IPMFM Concept Phase

CONCEPT PHASE – Tools and Templates

Environmental Scan

Situational Assessment

Need, Problem or Opportunity Statement

Steps to Building Commitment to Change Tool

Stakeholder Map

Vision Statement

Goals, Objectives & Performance Measures

Alignment to Strategy

Clients & End-User Requirements

Change Readiness Questionnaire

Options Analysis Checklist

Concept Phase Checklist

Business Case

Project Outline

OPS IPMFM – Definition Phase

DEFINITION PHASE – Tools and Templates

Governance Structure

Steering Committee Terms of Reference

Core Team Member Requirements

Job Information Package

Organization Structure

HR Management Plan – Core Project Team; PDP’s

Project Team Directory

Roles and Responsibilities Matrix

Team Agreement and tools

Scope Statement

Stakeholder Interests and Needs Assessment and tools

Definition Phase Checklist

Project Charter

OPS IPMFM – Planning Phase

PLANNING PHASE – Tools and Templates

Scope Management Plan

Work Breakdown Structure

Project Deliverables Chart

Project Budget

Project Schedule

HR Management Plan – Project Implementation Team

Project Communications Management Plan

Project Quality Management Strategy & Quality Assurance & Control Chart

Project Risk Management Plan and Risk List and Risk Matrix

Stakeholder Management Plan

People and Organization Change Planning tool

Integrate Project Plan

OPS IPMFM – Implementation Phase

IMPLEMENTATION PHASE – Tools and Templates

Project Meeting Agenda

Project Meeting Minutes

Project Kick-off Meeting

Action Items List

Project Risk Management

Project Issues Management

Project Deliverables Acceptance Sheet

Lessons Learned Gathering form and Log

Project Startup Checklist

Project Change Control

Status and Performance Reports

OPS IPMFM – Close-Out Phase

CLOSE-OUT PHASE – Tools and Templates

Project Sponsor Sign-Off Form

Customer Sign-off Form

Project Close-Out Report

Celebratory Ideas for Project Teams

People and Organization Change Sample Evaluative Questions

Post-Change Employee Questionnaire

Closeout Phase Checklist

Lessons learned

IPMFM – for OPS use only

7 Critical Success Factors (CSFs)

Critical Success Factor #1

Demonstrated and

Continued Executive

Leadership

Critical Success Factor #2

Adequate Resources

Dedicated to the

Project

Critical Success Factor #3

Clear Governance,

Roles and

Responsibilities

Critical Success Factor #4

Complete and

Clear

Requirements

Critical Success Factor #5

A Comprehensive

Well-Thought Out Plan

Critical Success Factor #6

Greater Consideration

for People and Change

Management

Critical Success Factor #6

Multi-Stakeholder

Management

Homework

As an accidental project manager (or PMP), what will YOU do to ensure the 7 Critical Success Factors are appropriately addressed in your next project?

Planning Phase

The purpose of the Planning Phase is to:

– Ensure all aspects of the project are identified, planned and

documented

– Define scope in detail

– Determine required resources, time and budget

Key Output:

• Integrated Project Plan

The Importance of Planning

• A plan should never be developed alone

• The planning process should involve the Project Team and key

Stakeholders

• Planning is a crucial phase of the project lifecycle

• Time spent planning is often time saved later in the project

Key Questions

• What do I need to do? (deliverables)

• How am I going to do it? (activities)

• Who is going to do it? (resources)

• When are we going to do it? (schedule)

• What events could impact the project? (risks)

• Who do we have to keep informed? (communications)

Poor planning is a common project pitfall

Project Plan

Project Plan

Work breakdown

structure (WBS)

Roles and responsibilitie

s matrix

Risk management

plan

Communications plan

Project schedule

Step 1: Develop a WBS

Deliverable

Activity

Work Package 1.1

Work Package 1.2

Activity

Work Package 2.1

Work Package 2.2

Activity

Work Package 3.1

Work Package 3.2

Activity

Work Package 4.1

Work Package 4.2

Step 2: Determine Resource Requirements

• Identify which resources will be assigned to the work packages

• Questions to think about

– Who are the actual people required?

– What are their general roles?

– What are their specific responsibilities?

– What other resources are needed?

Roles and Responsibilities Matrix

Legend • Responsible • Accountable • Supports • Consulted • Informed

Step 3: Identify and Plan for Risks

Risk: defined as an uncertain event or condition that, if it occurs, has a

positive or negative effect on the project’s objectives

– Risks are assessed based on a likelihood and impact

– Each risk is assigned a risk owner

– The risk management process should involve the Project Team

and project sponsor

Planning for Risks: Risk Response

There are four possible responses to a risk:

1. Acceptance (Tolerate) – you understand the risk and

its consequences and do nothing about it

2. Mitigation (Treat) – you make a plan to try and ensure

that risk won’t materialize

3. Avoidance (Terminate) – you alter the project plan to

eliminate the threat or a risk

4. Transference (Transfer) – you ensure the

consequence from a risk is shared and / or assumed

by a third party e.g. purchasing insurance

Step 4: Develop Communications Plan

The communications plan identifies the communication needs (what,

when and how), target audience and person responsible

– Ensures that you have mapped out who needs what

information and when - minimizes ad-hoc

communications

– Secures commitment and builds trust with

stakeholders

– Improves project decisions and quality of deliverables

and results

Step 5: Finalize the Project Schedule

Project Schedule

Live document

Simple and easy to

understand

Clear on definitions

of time

Include all work

packages

Be realistic

Build in milestones

Checkpoint #3: Project Plan Sign-Off

Is the schedule complete and realistic?

Does every tasks have someone assigned to it?

Was the team involved in the development of the plan?

Is there a communications plan and a risk management plan in place?

Concept Definition Planning Implementation Close-Out

Recap: The Least You Need to Know

You should be able to:

– Understand the phases of the IPMFM (if internal)

PMBOK® (if external)

– Know the 7 critical success factors for a project

– Explain what a roles and responsibilities matrix (RASCI) is

and its purpose

– Describe the importance of planning for project risks and

be able to complete a risk matrix

– Explain the importance of communications management

– Identify the key elements to consider when creating a

realistic schedule

Resist Functional Stupidity

Functional Stupidity - defined as the

‘refusal to use intellectual resources

outside a narrow and ‘safe’ terrain (silos!)

“Failure to plan is planning to fail’

“Now that we’ve lost sight of our objective,

speed rather than direction is our highest

priority.” (Clausewitz)

Festina lente – “more haste, less speed”

Note – Price’s ‘pace of progress’ concept

is not to be confused with haste; that trap

is set for project managers who are driven

by naïve or inflexible scheduling

To manage the Pace of Progress

requirements for urgency and diligence

must be clearly understood and agreed!

THANK YOU!

Please join Diana on Tuesday April 19th, 2016, 1:30 pm

in the Huron room for a free event to celebrate

Creativity and Innovation Week

Strategic Planning 101

with Diana Jonas, PMP

Hosted by the

OPS Innovation Community of Practice i5 and PIL

(Policy Innovation and Leadership COP)

Internal OPS Links

OPS IPMFM and UPM Templates & Tools

• All OPS project and portfolio management frameworks, guides,

templates and tools are located on Project Source

(formerly known as PMCOE – the Project Management Centre of Excellence)

Download the Integrated Project Management Framework and Methodology Placemat

https://intra.sse.gov.on.ca/esc/itsourceclient/Project%20Source/Guides/Guides_Home.aspx

https://intra.sse.gov.on.ca/esc/itsourceclient/Project%20Source/home.aspx

OPS Innovation Community of Practice

• The Innovation COP page is located via the MyOPS Home page • http://intra.net.gov.on.ca/wiki/Innovation_Community_of_Practice_Working_Groups?utm_source=shortlinks&utm_mediu

m=web&utm_campaign=bmqb

OPS Facilitator’s Network: Centre for Leadership and Learning

(search LearnON, listed under resources)

56

Volunteer with the SOC GovCOP (earn PDUs!)

• Thanks you for attending this event organized by the

Southern Ontario Chapter Government Community

Our Community Vision:

To Promote Awareness, Knowledge Sharing and

Best Practices in Public Sector Project Management

Our Mission

Highlight Project Management Challenges

& Best Practices in Government

We Share a Common Interest in Government Project Management