EffectiveProjectManagement:Traditional,Agile,ExtremePresentedby(facilitatorname)ManagingComplexityintheFaceofUncertaintyCh16:PreventionandInterventionStrategiesforDistressedProjectsWhatisadistressedproject?PreventionstrategiesInterventionstrategiesRolesandresponsibilitiesofthePSOwithrespecttodistressedprojectsSummaryofChapter16

Ch16:Prevention&InterventionStrategies…Whatisadistressedproject?

Aprojectthathasexhibitedaperformancetrendthat,ifcontinued,willresultincertainfailure.Aprojectwhoseperformancehasexceededoneormoremetricvaluesandisnowahighriskforfailure.Aprojectthathasrecentlyexperiencedsomesignificantchangethatmayresultinitsfailure.Ch16:Prevention&InterventionStrategies…Typicalcausesleadingtodistressedprojects

Poor,inadequate,orNOrequirementsdefinitionInappropriateorinsufficientsponsorshipComplexityofrequirementsnotrecognizedUnwillingnesstomaketoughdecisionsLagbetweenprojectapprovalandkick-offNoplanrevisionaftersignificantcutsinresourcesortimeEstimatesdonewithlittleplanningorthoughtOvercommitmentofstaffresourcesInconsistentclientsign-offNocredibilityinthebaselineplanUnmanageableprojectscopeCh16:Prevention&InterventionStrategies…StrategiesfordealingwithdistressedprojectsPreventionstrategiesInterventionstrategiesNeedhelp?Ch16:Prevention&InterventionStrategies…PreventionStrategies–Tools,templates,andprocesses

RequirementsgatheringWBSconstructionDynamicRiskManagementProcessScopeChangeManagementProcessMilestoneTrendCharts*EarnedValueAnalysis**DetailsprovidedCh16:Prevention&InterventionStrategies…Conservativetrendpatterns

Figure16-01Ch16:Prevention&InterventionStrategies…Tightercontrollimitsasanearlywarning…

Figure16-02Ch16:Prevention&InterventionStrategies…EarnedValue–BasicPerformanceIndicesCostPerformanceIndex(CPI)Ameasureofhowclosetheprojectistospendingontheworkperformedtowhatwasplannedtohavebeenspent.

SchedulePerformanceIndex(SPI)Ameasureofhowclosetheprojectistoperformingworkasitwasactuallyscheduled.CPI=EV/ACSPI=EV/PVINDEXVALUES<1:overbudgetorbehindschedule>1:underbudgetoraheadofscheduleCh16:Prevention&InterventionStrategies…EarnedValue–PerformanceIndices

ProjectWeek8765493211.00.80.60.41.21.41.6CCCCCCSSSSSSunderbudgetaheadofscheduleoverbudgetbehindscheduleProject:ALPHACh16:Prevention&InterventionStrategies…TheInterventionProcess

AnalyzeCurrentSituationReviseDesiredGoalEvaluateOptionsGenerateRevisedPlanTeamClientTeam/ClientTeam/ClientWherearewe?Wherecanwego?Howcanwegetthere?Howwillwegetthere?Figure16-03Ch16:Prevention&InterventionStrategies…Figure16-04StatusoftheCurrentDeliverables

DELIVERABLECOMPLETESTATUSCOMMENTSAYesCompleted2dayslateBNo3daysbehindErrorinspecificationCNo6daysbehindKeyresourcenotavailableDNo12daysbehindKeyresourcenotavailableENo12daysbehindNotyetopenforworkCh16:Prevention&InterventionStrategies…RootCauseAnalysis

PROBLEMSTATEMENTREASON#1REASON#2REASON#3WHYWHYWHYWHYCAUSE#1CAUSE#2CAUSE#3CAUSE#5CAUSE#6CAUSE#8CAUSE#7REASON#4CAUSE#4WHYCh16:Prevention&InterventionStrategies…RootCauses–ProjectConception

23.1ProjectbasedonunrealisticbusinesscaseProjectisbasedonexecutiveleverageClientcannotclearlydefineobjectivesProjectbasedonstate-of-the-artandimmaturetechnologyLackofclientownershipClientfundingand/ortimescaleunrealisticFailuretodecomposetheprojectintosmallerfeasiblestepsCh16:Prevention&InterventionStrategies…RootCause–ProjectPlanning&Initiation

Unrealisticcost,time,andcapabilityestimatesFailuretoclearlydefinerequirementsPoorclient/teamrelationshipsPoorscopingactivitiesLackofmeaningfulclientinvolvementPoorWBSspecificationUnreliableriskmanagementplanPoorplanningFailuretoclearlydefinerolesandresponsibilitiesCh16:Prevention&InterventionStrategies…RootCause–SolutionDefinitionFailuretoapplyappropriatescopemanagementPoorchoiceoftechnicalplatform/architectureStartingaphaseprematurelyPoorchoiceandpreparationofrequirementsdefinitionapproachLackofproperdesignreviewsLackorlossofskilledresourcesPoorstandardsdeploymentPoorrequirementstraceabilityCh16:Prevention&InterventionStrategies…RootCause–SolutionDevelopment

ProjectovertakenbytechnologyadvancesLackofproperchangecontrolInadequatetrainingandsupervisionInadequateclientreviewPoormanagementofoutsidecontractorsLackofformaltestingandintegrationapproachesCh16:Prevention&InterventionStrategies…RootCause–SolutionImplementation

Inadequateclient/endusertrainingandsupportCatastrophicfailurewithnomitigationplansMissingacriticalgolivedateCh16:Prevention&InterventionStrategies…Reviseoriginalgoal–PrepareWorkshopEnvironment

HoldworkshopoffsiteatacomfortablehotelAgoodrestaurantLargeroomwithlotsofwhiteboardspaceSeveralflipchartstandsBreakoutroomsforprivatediscussionsUseanexperiencedoutsidefacilitatorAgreeonthegroundrulesCh16:Prevention&InterventionStrategies…TheProcessofRevisingtheProjectGoalRevieworiginalbusinesscasePreparelistofcorrectiveactionsDeterminefeasiblebusinesstargetUpdatebusinesscaseIstherevisedbusinesscasefeasible?NOYESRepeatprocessFigure16-05Ch16:Prevention&InterventionStrategies…Revieworiginalbusinessgoal

ReviewtheoriginalbusinesscaseReviewthecurrentbusinessneedsAlignthebusinesscasetocurrentbusinessneedsRESULTChangeofrequirementsand/orReprioritizingofrequirementsCh16:Prevention&InterventionStrategies…Preparelistofcorrectiveactions

GeneralRequirementsDesign,Development,andIntegrationTestingandImplementationCh16:Prevention&InterventionStrategies…Generalcorrectiveactions

Strengthen/replace/reorganizemanagementwhereneededImplementimprovementsindevelopmentandtestenvironmentwhereneededConsiderredistributingworktoCOTSvendorsCh16:Prevention&InterventionStrategies…Requirementscorrectiveaction

Establishaclient-basedscopechangerequestprocessRemovefunctionalitywherethebusinesscaseisweakPrioritizefunctionality(MoSCoW)ReviewrequirementsforanypackagecustomizationPrioritizefunctionalitybybusinessunitandremoveasrequiredCh16:Prevention&InterventionStrategies…Design,Development/Integration(correctiveactions)ReviewthesolutionformoreuseofCOTSPartitionintoswimlanesforschedulecompressionConsiderincrementalreleasesSimplifyinterfacestoexternalapplicationsCh16:Prevention&InterventionStrategies…TestingandImplementation

ConsiderincrementalusertestingUsepilotsforearlyreleaseCh16:Prevention&InterventionStrategies…Howcanwegetthere?–Evaluatingoptions

BrainstormpotentialprojectoptionsPrioritizeoptionsConductaSWOTanalysisFramethegetwellplanIstherevisedbusinesscasefeasible?NOYESDevelopexitstrategyFigure16-06Ch16:Prevention&InterventionStrategies…SWOTAnalysisAreas

ThedegreeofPSOsupportofferedtotheprojectteamthroughoutthePMLCmodelforthisoptionTheskillandcompetencyprofileoftheteamwithrespecttothisoptionThedegreetowhichtheclienthasbeenmeaningfullyinvolvedintheprojectandwillbeabletosupportthisoptionThecontentsofthescopebankrelatedtothisoptionCh16:Prevention&InterventionStrategies…Howwillwegetthere?–Thestepstorevisetheplan

PreparerevisedprojectplanGetmanagementacceptanceofrevisedplanPreparetore-starttheprojectCh16:Prevention&InterventionStrategies…Preparerevisedplan

ReviseddeliverablesandmilestonedatesCreateanewdeliverables-basedWBSDuration,labor,resourcesScheduletomeetmilestonedatesUpdatedriskmanagementplanCloselymonitorperformancemetricsTightlycontrolledscopechangemanagementprocessCh16:Prevention&InterventionStrategies…GetmanagementacceptanceClientmeaningfullyparticipatesinprojectplanningandsupportstheplanManagementapprovaltostartCh16:Prevention&InterventionStrategies…Preparetore-starttheproject

Assuringthattheteam’sskillsandcompetenciesarecorrectlyalignedwiththerevisedprojectClearlydefinedrolesandresponsibilitiesArevisedriskmanagementplanisinplaceandassignedtoateammemberAdefinedmonitoringsystemisinplacetodete