Saving Troubled Projects

Saving Troubled Projects
2012
Instructor and Developer
Mark Waldof
Mark Waldof Consulting
Retired Lockheed Martin
University of Minnesota Instructor CCE
Business Improvements Consultant
Project Management Consulting
Systems Engineering Consulting
© 2012 Mark Waldof
Saving Troubled Projects
Has Two Parts
Part 1 – Saving A Current Project
Part 2 – Saving Future Projects
© 2012 Mark Waldof
To Fix A Troubled Project
Be Aware That …….

No magic wands, work is required

You might stop or fix or continue “as-is”

Multiple actions are often required

You will need support from stakeholders

Follow the “process” provided, you do not
want to make things worse!
3
© 2012 Mark Waldof
Saving a Troubled Project
The Process
Step 1 – Is this project still needed?
No Stop
Yes
Step 2 – Is this project feasible?
No Stop
Yes
Step 3 – Should we fix or continue “As Is”?
“As Is”
Fix
Step 4 – What is actually wrong?
Problem Defined
Step 5 – What is the solution?
Solution Defined
Step 6 – Solutions implemented, tracked & closed
© 2012 Mark Waldof
Step 1
“Is this project still needed?”
Customer Contract
= YES
Internal Improvement Project
=?
Marketing Campaign Project
=?
Development or R&D Project
=?
…………(other)…………..……. = ?
© 2012 Mark Waldof
Step 1
“Is this project still needed?”
Also ask,
“Is this the right project?”
or
© 2012 Mark Waldof
“Is this the right project?”
Problem
or Need
Root
Cause
Analysis

Improve project plans

Non-planning culture
No planning skills
No time to plan
Lacking information to drive the plan




Planning Process
Plan Template
Planning Training
ID Planning Experts

Plan Training and Plan Template

Alternative
Solutions
Solutions
Tradeoff &
Selection


© 2012 Mark Waldof
Saving a Troubled Project
The Process
Step 1 – Is this project still needed?
No Stop
Yes
Step 2 – Is this project feasible?
No Stop
Yes
Step 3 – Should we fix or continue “As Is”?
“As Is”
Fix
Step 4 – What is actually wrong?
Problem Defined
Step 5 – What is the solution?
Solution Defined
Step 6 – Solutions implemented, tracked & closed
© 2012 Mark Waldof
Step 2
“Is this project still feasible?”

Planned Outcome Meets Requirements

Funding

Available Resources

Working Technologies

Sufficient Stakeholder Support

Valid Business Case
© 2012 Mark Waldof
Saving a Troubled Project
The Process
Step 1 – Is this project still needed?
No Stop
Yes
Step 2 – Is this project feasible?
No Stop
Yes
Step 3 – Should we fix or continue “As Is”?
“As Is”
Fix
Step 4 – What is actually wrong?
Problem Defined
Step 5 – What is the solution?
Solution Defined
Step 6 – Solutions implemented, tracked & closed
© 2012 Mark Waldof
Step 3
Fix Now or Continue “As Is” ?
Things to Consider:







Time remaining
Probability of solution being successful
Impacts to solution
Effort required to resolve
Payback if problem is resolved
Available resources
........... (other factors) ....................
© 2012 Mark Waldof
Saving a Troubled Project
The Process
Step 1 – Is this project still needed?
No Stop
Yes
Step 2 – Is this project feasible?
No Stop
Yes
Step 3 – Should we fix or continue “As Is”?
“As Is”
Fix
Step 4 – What is actually wrong?
Problem Defined
Step 5 – What is the solution?
Solution Defined
Step 6 – Solutions implemented, tracked & closed
© 2012 Mark Waldof
Find Root Causes
Don’t Fix Symptoms
Example:





A project is behind schedule
(why?)
Schedule delays exist in a given area of work (why?)
Low productivity exists in that area
(why?)
Unclear requirements are causing re-work
(why?)
No requirements baseline established
Root Cause
Lack of a requirements baseline is the root cause, the
other conditions are symptoms!
© 2012 Mark Waldof
Saving a Troubled Project
The Process
Step 1 – Is this project still needed?
No Stop
Yes
Step 2 – Is this project feasible?
No Stop
Yes
Step 3 – Should we fix or continue “As Is”?
“As Is”
Fix
Step 4 – What is actually wrong?
Problem Defined
Step 5 – What is the solution?
Solution Defined
Step 6 – Solutions implemented, tracked & closed
© 2012 Mark Waldof
Step 5 – Define The Solutions
Multiple Solutions May Be Needed
Business Failure




Obtain emergency loans
Restructure debt
Cut costs
Revise strategic plans
Construction Cost Overrun




Reduce magnitude of project
Prepare new plans
Revise resource needs
Execute new plan
Product Development




Revise requirements
Revise product design
Revise the plan
Revise resource needs
Missing Financial Plans




Change annual plan
Modify project budgets
Replan projects
Follow new plans
© 2012 Mark Waldof
Solution Sequence
Do the following, in the following order !
1) Review and Update Requirements
2) Review and Update Deliverable Definition
3) Re-Plan
4) Update Resource Needs
5) Review and Update Supplier Direction
6) Re-Establish Project Controls
© 2012 Mark Waldof
If No Requirements and/or No Defined Outcome?
Do the following, in the following order !
1) Review and Update Requirements
2) Review and Update Deliverable Definition
3) Re-Plan
4) Update Resource Needs
5) Review and Update Supplier Direction
6) Re-Establish Project Controls
Sometimes Projects Need Two Phases!
Phase 1 = Get Requirements and Define the Outcome
Phase 2 = Plan and Perform The Project
© 2012 Mark Waldof
Saving a Troubled Project
The Process
Step 1 – Is this project still needed?
No Stop
Yes
Step 2 – Is this project feasible?
No Stop
Yes
Step 3 – Should we fix or continue “As Is”?
“As Is”
Fix
Step 4 – What is actually wrong?
Problem Defined
Step 5 – What is the solution?
Solution Defined
Step 6 – Solutions implemented, tracked & closed
© 2012 Mark Waldof
What To Do
Saving a Troubled Project

Start with Step 1

Address all the steps
in the order listed

Involve stakeholders
The Process
Step 1 – Is this project still needed?
No Stop
Yes
Step 2 – Is this project feasible?
No Stop
Yes
Step 3 – Should we fix or continue “As Is”?
“As Is”
Fix
Step 4 – What is actually wrong?
Problem Defined
Step 5 – What is the solution?
Solution Defined
Step 6 – Solution tasks implemented, tracked & closed
© 2012 Mark Waldof
Saving Troubled Projects
Has Two Parts
Part 1 – Saving A Current Project
Part 2 – Saving Future Projects
© 2012 Mark Waldof
We can fix one troubled project ….
….. but shouldn’t we have
“done it right the first time?”
Projects Need
Definition
Project Definition
Defines “What is this Project?”
Project Title:
Project Owner:
Project Customer:
Project Leader / Manager:
Project Need and Importance
This project meets the following need:
This project is important because:
Project Justification Statement:
Project Objectives / Success Measures
Project Deliverable List - A list of all physical results and end conditions
Project Inclusion Work Scope – List major work clearly included :
Project Exclusion Work Scope – List work clearly excluded :
Project Initial Constraints - Known Budget, Schedule, etc Limitations
Project Stakeholders and Roles:
Project Top Risk:
Project Top Opportunity:
Project Major Assumptions:
Project Critical Interdependencies:
© 2012 Mark Waldof
Project Definition
What to Do
If You Are Management




Require “Project Definitions”
Prepare one for each project, or
Have the PM prepare it and you
review
Use the “Project Definition” as a
contract with ALL
STAKEHOLDERS
If You Are a PM

Prepare it yourself and Show
Everyone, especially your
management / customer
© 2012 Mark Waldof
Projects Need
Requirements
Project Driving Information
Project Definition
What



Project Definition
Deliverable Requirements
Constraints
Requirements
Deliverable
Requirements
Project
Constraints
Constraints
•
•
•
Budget
Schedule
Regulatory
© 2012 Mark Waldof
Deliverable Requirements
“the characteristics of the project’s deliverable”
What
The technical requirements that define the project deliverable.
House Build
•
•
•
Size
Insulation Rating
Structure Type
Hybrid Car Development
•
•
•
•
•
•
•
Mileage
Size
Weight Capacities
Lifetime
Reliability
Maintenance Requirements
Recycling Requirements
New Business Process
•
•
•
•
Solves Problem “xyz”
No Impact on Systems
User Friendly
Minimum Training Needed
Medical Product
•
•
•
•
•
•
Safety
Functional Performance
Size and Weight
Lifetime
Reliability
Implant Requirements
Deliverable
Requirements
© 2012 Mark Waldof
Project Constraints
Defines the Boundaries the Project Must Exist Within
What
Milestones
Start




Complete
Schedule
Cost
Rules, Regulations, Codes
Resource Limits
What to Do


List the constraints
Ensure all stakeholders
understand and agree with all
constraints
© 2012 Mark Waldof
Projects Need
A Defined Deliverable
Deliverable Definition
Defines the Project’s Outcome
What

This is the definition of
the result of the project
What to Do


Complete sufficient
work to be able to
define the project’s end
deliverable
The detail level and
maturity is that needed
to plan the project
© 2012 Mark Waldof
Projects Need
A Plan
A Plan Is Not A Book
No one wants to:

Write the book

Read the book

Keep the book up to date
NO
© 2012 Mark Waldof
A Plan Is A Set of Visuals
Buyer &
Contractor
Architect
Plan Visuals
Excavation
Foundation








List of Deliverables
Work Outline
Milestones
Flow Chart
Schedule
Team Organization
Work Assignments
Resource Estimates
Architectural
Design
Requirements
& Feasibility
Lot
Start
Framing &
Enclosure
Cabinets
Electrical
Flooring
Plumbing
Finish
Carpentry
1.0 Subsystem A
1.1 Hardware
1.2 Software
1.3 Integration & Test
2.0 Subsystem B
2.1 Hardware
2.2 Software
2.3 Integration & Test
3.0 Training Development
3.1 Operator Training Dev
3.2 Maintenance Training Dev
4.0 Installation
4.1 Installation Design
4.2 Install Services
5.0 Support Services
1.0 Subsystem A
1.1 Hardware
1.1.1 Requirements Analysis
1.1.2 Top Level Design
1.1.3 Detail Design
1.1.4 Build
1.1.5 Unit Integration
1.1.6 Unit Test
Financing
Permits
Startup
Complete
Detail Work Definition
Project Tasks
• Labor
• Subcontractors
• Purchased Items
• Travel
- Bill
- Mary
- John
- Gill
- Matt
- Matt
= 1 Month
= 1 Month
= 1.7 Months
= 1.2 Months
= 0.5 Months
= 0.25 Months
Milestone Closure Criteria
Start
Complete
Task
Resource
Assignments Estimates
© 2012 Mark Waldof
Basic Planning Process
Planning Predecessors




Project Definition
Deliverable Requirements
Constraints
Deliverable Definition
Planning Process
1)
2)
3)
4)
5)
Outline the Work
Define the Team
Sequence the Work
Estimate Resources
Assign Work
© 2012 Mark Waldof
Projects Need A
Definition, Requirements,
Deliverable Defintion and
Plan That Are Integrated
Information and Plan Integration
Project
Definition
Deliverable
Requirements
& Constraints
Requirements for
What the Project
Delivers
Defintion,
Requirements
& Constraints
Project
Deliverable
Definition
What is the Work
Buyer &
Contractor
Architect
Excavation
Foundation
Project
Plan
Framing &
Enclosure
Cabinets
Electrical
Flooring
Plumbing
Finish
Carpentry
1.0 Subsystem A
1.1 Hardware
1.2 Software
1.3 Integration & Test
2.0 Subsystem B
2.1 Hardware
2.2 Software
2.3 Integration & Test
3.0 Training Development
3.1 Operator Training Dev
3.2 Maintenance Training Dev
4.0 Installation
4.1 Installation Design
4.2 Install Services
5.0 Support Services
1.0 Subsystem A
1.1 Hardware
1.1.1 Requirements Analysis
1.1.2 Top Level Design
1.1.3 Detail Design
1.1.4 Build
1.1.5 Unit Integration
1.1.6 Unit Test
Detail Work Definition
Project Tasks
• Labor
• Subcontractors
• Purchased Items
• Travel
- Bill
- Mary
- John
- Gill
- Matt
- Matt
= 1 Month
= 1 Month
= 1.7 Months
= 1.2 Months
= 0.5 Months
= 0.25 Months
Task
Resource
Assignments Estimates
Milestone Closure Criteria
Start
Complete
© 2012 Mark Waldof
Projects Need
Controls
Controls
“The project must be steered around obstacles to get
to the destination”
What – What the PM and team
will use to “steer” the project to
success.
Components





Metrics
Status Reports
Status Meetings
Root Cause Analysis
Corrective Actions
If Missing? – If a project has
no controls, the project has no
ability to keep itself on course.
© 2012 Mark Waldof
Project Metrics
STANDARD
Standard Metrics
Network Schedules

Requirements compliance

Schedule progress

Cost performance

Risk control measures

Resource Measures
© 2012 Mark Waldof
Projects Need
A Project Manager
What Every Project Needs
Project Manager










Identified
Established Role
Supported by Management
Accepted by Team
Established Authority
Work Knowledgeable
A Manager
An Organizer
A Communicator
A Leader of People
© 2012 Mark Waldof
PM’s Accountabilities
The Project Manager’s Accountability:








Defined Requirements
Defined Deliverable
Plan
Conrols
Corrective Actions
Building Teamwork
Ensuring the Project Meets all Requirements and
Customer Needs
………………
This could be summarized by saying,
“the PM is responsible for everything”
© 2012 Mark Waldof
Projects Need a Team
and Teamwork
Teams
NASCAR Pit Crew
Construction Crew
Surgical Team
Defined Outcomes
Known Work
Known Work Sequences
Existing Tools
Defined Roles
Common Success Measures
Known Decision Authorities
Teamwork
Communication
….more…….
Flight Deck Crew
A Team
“the set of individuals with the right skills that will
perform the project”
What

Personnel that will perform the
project with needed skills
Examples




Project Team
Nascar Pit Crew
Surgical Team
Construction Crew
If Missing? – The project cannot be
performed if the needed personnel
are not in place.
© 2012 Mark Waldof
Team Work
“You need more than good individual team members,
you need a team that works together effectively”
What – A project team working
together to meet a common goal,
setting aside personal interests.
Examples





Common Purpose
Trust
Open Communication
Mutual Respect
Shared Responsibility
If Missing? – The project will
probably fail.
© 2012 Mark Waldof
Projects Need a
Sustained
Infrastructure
Strategic Flow
ORGANIZATION VISION
New Customers
STRATEGIES
New or Improved
Products or Services
New Markets
Operations
Improvements
People
Operating Model
& Processes
MEANS
Systems
& Tools
Positioned
for the Future
Measurements
Assessments
OUTCOMES
Profit
Developed
Employees
Satisfied
Customers
© 2012 Mark Waldof
Adequate “MEANS” must exist
to attain desired “OUTCOMES”
ORGANIZATION VISION
New Customers
STRATEGIES
New or Improved
Products or Services
New Markets
Operations
Improvements
People
Operating Model
& Processes
MEANS
Systems
& Tools
Positioned
for the Future
Measurements
Assessments
OUTCOMES
Profit
Developed
Employees
Satisfied
Customers
© 2012 Mark Waldof
EXAMPLE “MEANS”
Your Infrastructure
• Training
• Coaching
• Operating Models
• Processes
• Lessons Learned
People
Systems
& Tools
•
•
•
•
Checklists and Templates
Scheduling System
Financial System
Requirements Tracing
MEANS
Operating Model
& Processes
Measurements
Assessments
• Project Metrics
• Project Reviews
• Methods Assessments
© 2012 Mark Waldof
How Do the “Means” Fit Together?
Operating Model
Business
Model
TIME
Function 1
Function 2
Work
Work
Function 3
Work
Work
Work
Work
Function 4
Work
Work
Work
Work
System
Requirements
System
Functionality
Work
Improvements
Systems
Processes
Training
Process Implementation Support
• Expert Guidance
• Web Based PM Resources
• Templates
• Checklists
• Guides
• References
Measure - Assess
• Organization Assessments
• Discipline Assessments
• Internal Periodic Reviews
• External Evaluations, .....
© 2012 Mark Waldof
Saving Troubled Projects
Has Two Parts
Saving a Troubled Project
The Process
Step 1 – Is this project still needed?
No Stop
Yes
Step 2 – Is this project feasible?
No Stop
Yes
Step 3 – Should we fix or continue “As Is”?
“As Is”
Fix
Step 4 – What is actually wrong?
Problem Defined
Step 5 – What is the solution?
Solution Defined
Step 6 – Solutions implemented, tracked & closed
© 2012 Mark Waldof
Part 1 – Saving A Current Project
Part 2 – Saving Future Projects
EXAMPLE “MEANS”
Your Infrastructure
• Training
• Coaching
• Operating Models
• Processes
• Lessons Learned
Operating Model
& Processes
People
Team Work
“You need more than good individual team members,
you need a team that works together effectively”
Project Definition
A Plan Is A Set of Visuals
Project Manager
What – A project team working
together to meet a common goal,
setting aside personal interests.
Plan Visuals


Excavation
Foundation








List of Deliverables
Work Outline
Milestones
Flow Chart
Schedule
Team Organization
Work Assignments
Resource Estimates
Architectural
Design
Requirements
& Feasibility
Lot
Start
Framing &
Enclosure

Cabinets

Examples
Identified
 Common Purpose
Established Role
 Trust
Supported by Management
 Open Communication
 Mutual Respect
Accepted by Team
Established Authority  Shared Responsibility
Electrical
Flooring
1.1 Hardware
1.2 Software
1.3 Integration & Test
2.0 Subsystem B
2.1 Hardware
2.2 Software
2.3 Integration & Test
Work KnowledgeableIf Missing? – The project will
probably fail.
A Manager
An Organizer
A Communicator
A Leader of People
3.0 Training Development

3.1 Operator Training Dev
3.2 Maintenance Training Dev
4.0 Installation

4.1 Installation Design
4.2 Install Services
5.0 Support Services
1.0 Subsystem A
1.1 Hardware
1.1.1 Requirements Analysis
1.1.2 Top Level Design
1.1.3 Detail Design
1.1.4 Build
1.1.5 Unit Integration
1.1.6 Unit Test
Financing
Permits
Startup
Complete
Detail Work Definition
Project Tasks
• Labor
• Subcontractors
• Purchased Items
• Travel
- Bill
- Mary
- John
- Gill
- Matt
- Matt
= 1 Month
= 1 Month
= 1.7 Months
= 1.2 Months
= 0.5 Months
= 0.25 Months
Task
Resource
Assignments Estimates

TIME
Function 1
Function 2
Work
Work
Function 3
Work
Work
Work
Work
Function 4

Work
Work
Work
System
Requirements
System
Functionality
Work
Systems
Processes
Training
Process Implementation Support
• Expert Guidance
• Web Based PM Resources
 Milestone Closure Criteria
Start
Work
Plumbing
Finish
Carpentry
1.0 Subsystem A

• Project Metrics
• Project Reviews
• Methods Assessments
Operating Model
Business
Model
Buyer &
Contractor
Architect
Checklists and Templates
Scheduling System
Financial System
Requirements Tracing
Measurements
Assessments
How Do the “Means” Fit Together?
Improvements
Project Title:
Project Owner:
Project Customer:
Project Leader / Manager:
Project Need and Importance
This project meets the following need:
This project is important because:
Project Justification Statement:
Project Objectives / Success Measures
Project Deliverable List - A list of all physical results and end conditions
Project Inclusion Work Scope – List major work clearly included :
Project Exclusion Work Scope – List work clearly excluded :
Project Initial Constraints - Known Budget, Schedule, etc Limitations
Project Stakeholders and Roles:
Project Top Risk:
Project Top Opportunity:
Project Major Assumptions:
Project Critical Interdependencies:
•
•
•
•
What Every Project Needs
Defines “What is this Project?”
MEANS
Systems
& Tools
Complete
Measure - Assess
• Organization Assessments
• Discipline Assessments
• Internal Periodic Reviews
• External Evaluations, .....
• Templates
• Checklists
• Guides
• References
Free PM
Improvement
Seminars
Free PM
Improvement
Assessment
Handout
© 2012 Mark Waldof
QUESTIONS
END OF
Saving Troubled Projects
2012
Instructor and Developer
Mark Waldof
Mark Waldof Consulting
mwaldof @ frontiernet.net
Retired Lockheed Martin
University of Minnesota Instructor CCE
Business Improvements Consultant
Project Management Consulting
Systems Engineering Consulting