Great Project Managers Michael O Brochta, PMP Zozer inc, President (540)343-1883 mobrochta@zozerinc.com Presented As A Webinar Slide 1 Much Now Known Great Project Managers Tutorial paper How-To list Reference list Studies and research Pay Attention Slide 2
Definition Experience What have you done? What have you observed? History Shackleton Story Dramatic example Learn From History Slide 3 Context Project Success = Project Manager Success But Project success definition has expanded Project complexity has increased PM more dependent on executive Times Have Changed Slide 4
Project Success Technical Performance Time, Cost, Quality Customer Acceptance Organizational and Cultural Impact Now 1960ʼs 1970ʼs 1980ʼs 1990ʼs Success Example To launch a manned rocket to land a man on the Moon and return him safely to Earth by the end of the decade to produce commercially profitable material in space to extend human presence across our solar system because doing so improves our lives, and lifts our national spirit Success Definition Expanded Slide 5 Project Complexity Filtering Complexity Dimensions More stakeholders More requirements More interfaces More systems More enterprise More dependencies More regulations Complexity Has Increased Slide 6
Executive Dependency Control Influence Aware Exec Now 90 s 80 s 60 s 70 s PM Responsibility Traditional Approach Too much for PM alone Less can be controlled PM needs help Organizational and cultural are domain of executive PM PM Dependent On Executive Slide 7 Executive Actions Organize and manage work as projects Dear Pick Executive, the right projects Develop/maintain close stakeholder/customer relationship Adhere to a suitable project management process Please act on Ensure projects follow a documented plan some items from this list. Make sure projects are based on documented requirements Require cost estimates Sincerely, to have a written definitive basis Ensure project resources Dedicated are commensurate PM with needs Engage middle management help Establish and use job definition/performance standards Behave like an executive, ask the right questions Executive Actions Are Known Slide 8
Inspiration Studies and Research Alpha Study Failure Study New Product Development Research Competency Standards How-To List Listen To The Experts November 19, 2009 Slide 9 2009 Zozer (mobrochta@zozerinc.com) Alpha Study Survey 5,000+ Project managers and stakeholders Top 2% project managers = Alpha s Findings Believe they had enough authority Double amount of time spent planning More effective at communication Be An Alpha November 19, 2009 2009 Zozer (mobrochta@zozerinc.com) Slide 10
Failure Study Analysis 50,000 IT Projects Standish Group CHAOS reports Spanning 12 years Findings User involvement critical Rapid communication PMs develop and maintain quality relationships Use Lessons Learned Slide 11 New Product Research Research 2,000+ New Product Launches Hundreds of companies Spanning two decades Findings 7 new projects = 1 successful product Need for speed & need for change Done right first time Reduce cycle time Adopt Winning Methods Slide 12
Competency Standards Two Standards PMI PM Competency Development Framework COA Competency Standard for Complex PM s Findings Beyond PMBOK Performance counts Soft skills critical Courageous leadership Abide By Standards November 19, 2009 2009 Zozer (mobrochta@zozerinc.com) Slide 13 How-To List What Great Project Managers Do How Great Project Managers Do It Meet the needs of others Are Heroes with a plan Employ process with discipline Are leaders Work on successful projects Succeed broadly Deal with complexity Get executives to act for project success Spend more time communicating Reduce cycle time Master the soft skills Satisfy the customer. Pay attention to what the stakeholders want and need. Spend more time planning. Work tirelessly and courageously to accomplish the commitments made in the plan. Adjust plan and work as necessary to meet expanding definition of success. Employ process that captures the basics you know need to be done. Do not be too soft. Act with discipline. Lead and inspire first, then provide unwavering support for team in their efforts to follow. Act to serve the members of the project team. Be courageous. Act with authority. Showcase your talents on a priority project with visibility that succeeds. Your success is tied to that of your project. Ensure that your project success includes not only the traditional project success criteria but also the organizational and cultural criteria. Adjust your process and methods to match increased project complexity. Consider filtering and modeling approaches. Make a list of executive actions. Be the catalyst for change in your organization. Develop and maintain quality relationships. Tailor communication to needs of stakeholders. Produce deliverables faster. Use iterative methods. Get frequent customer feedback. Develop and use competencies to get work done through the efforts of others Follow How-To List November 19, 2009 2009 Zozer (mobrochta@zozerinc.com) Slide 14
Discipline Knowing What To Do Doing It Virtually all PM s know planning is necessary Alphas did it twice as much not willing to make the tough decisions PM guru Neal Whitten No Substitute For Discipline Slide 15 Discipline an absolutely iron will Business guru Jim Collins Good To Great project management is about applying common sense with uncommon discipline Michael O Brochta Discipline Essential Slide 16
Key Points Project Success = Project Manager Success Expanded success definition Increased complexity Executive dependency Consider Alpha study Failure study New product development research Competency standards Use How-To List Discipline Be A Great Project Manager Slide 17 Close Michael O Brochta, PMP Zozer Inc. President (540)343-1883 mobrochta@zozerinc.com Slide 18