Welcome. ASPE Expert Key Topics Series: Project Rescue and Recovery Today s Expert: Darrel A. Raynor, PMP, MBA Consulting partner, data-driven project expert, project turnaround specialist
Introductions Facilitator & Primary Author Agile & Integrated Business Analysis, Project Management, and Leadership Courses Darrel A. Raynor, PMP, MBA Managing Director & Founder, Data Analysis & Results, Inc. Director, St. Edward s PE Project Management, Business Analysis, & Leadership Programs Author of the forthcoming book, "Agile & Integrated Project Management - Knocking the Stupid out of Project Management" Agile & Integrated Project Management, A&I PM are trademarks of Data Analysis & Results, Inc.
ASPE Expert Key Topics Series The next hour is about practical approaches for recovering troubled projects for project leads, managers, executives, and project team members.
Project Rescue and Recovery Please submit your questions in the lower right hand corner.
Project Rescue and Recovery: A Real World Overview Projects fall behind, run over budget, or simply fail all the time. Changing market conditions, reduced budgets and staff levels, long working hours, increased available metrics, high turnover, and other influences all demand our continued efforts to manage "out-of-control" processes, projects, and results. This one hour presentation by veteran project rescue specialist Darrel Raynor is a dive into how we can do it in the real world.
Project Rescue and Recovery: A Real World Overview Implementing an effective Project Rescue/Recovery methodology focuses on value measured by Return on Investment (ROI). This lens forces us to see both our projects and each step of our processes according to that measure, so we can begin to get projects back on track. These methods can deliver value at any phase of a project, including areas that are seldom analyzed.
Project Rescue and Recovery Agenda Learn the Common Language and terms of Project Recovery learning areas, projects, and professionals throughout the presentation. Discover the 5 Project Recovery Techniques that should be used on any and all projects and operations. Learn the basics of DMAIC: Define, Measure, Analyze, Improve, Control methodology. Assess if Project Recovery and Lean processes are a fit for your organization.
What is Project Recovery? Questions? What are the most common scenarios? Troubled projects reflect The processes of your organization The experience of your project manager and their team The priority of the project management attention
Goals for Project Recovery Must actually have a chance of changing something. Don t tilt at windmills, they will win. Start the 1 st day assigned to your project, do not wait until Everyone agrees on the Scope. Force attention to Deliverables you can track
5 Project Recovery Techniques 1. Project, Team, & Stakeholder Expectations Assessment 2. Reset Process Expectations 3. Stakeholder Analysis 4. Document Analysis 5. Reset Product Expectations
Project, Team, & Stakeholder Expectations Assessment Project Recovery Programs Options: Full Organization, Division or Group, Department, Proof of Concept Project Recovery Projects Change Management of Project Recovery Projects Anticipate Potential Challenges in moving to Project Recovery Performance Metrics
Reset Process Expectations If the right processes were in place we would not be having this little conversation The people and processes that got you into this situation are going to need some guidance to get you out What we have here is a failure to communicate. Cool Hand Luke movie
DMAIC: Define, Measure, Analyze, Improve, Control Methodology a data driven improvement cycle used for improving, optimizing and stabilizing business processes and designs. DMAIC, http://en.wikipedia.org/w/index.php?title=dmaic&oldid=624484604 (last visited Oct. 23, 2014). Define Lay out the problem Measure Set baseline & goals Analyze Assess root causes Improve Test proposed solutions Control Ensure gains persist http://www.boardroommetrics.com/blog/business-processimprovement-defining-the-process-20130328.htm#.vejxifnjcru
Stakeholder Analysis Know your Team Know your Sponsor & other key folks Know your Stakeholders to the extent possible Determine what they NEED not just WANT (easier said than done ) In the interest of time, I defer details reasonably clear in both BOK s from IIBA and PMI
Document Analysis This should be the subject for another webinar We hold many courses and workshops on this Last remaining free productivity increaser in both project management and business analysis In a nutshell: Gather ALL documents including Email, Status, Collaborative Environment Map all still worthy content to a structure Be ruthless create new docs only if you have to Work from that structure from now on
Reset Product Expectations When you have gathered ALL descriptions, wants, needs, musings, disjoint threads (are you getting the picture?) Back to basics: Craft a simple, bulleted (well, really Unique ID s ) Scope Statement Turn your approved Scope Statement sideways Craft a detailed Work Breakdown Structure Negotiate from there
Is Project Recovery a Fit for You? Lots of work (velocity) yet little real progress? Unrealistic expectations: Scope, Time, Quality, Cost? Agile (or going back to Waterfall or fad O the day) is not helping?
Is Project Recovery a Fit for You? Feel like you spend more time task switching than getting work done? Whack a Mole is your team s favorite phrase? Team is not communicating well Expectations not in line with assigned resources?
Project Rescue and Recovery Q&A, discussion time: 45 minutes
Contact Us for Project Turnarounds Agile & Integrated Consulting Information on www.dataanalysis.com contact ExecAsst@DataAnalysis.com Consulting: Contact us for customized, lean, project consulting 512-968-0770 DARaynor@DataAnalysis.com To subscribe to The Management Advisor blog/column see website or visit http://www.themanagementadvisor.net/ Agile & Integrated Project Management, A&I PM are trademarks of Data Analysis & Results, Inc. PMI, PMP, CAPM, PMBOK Guide, are registered marks of the Project Management Institute, Inc.
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