Project controlAre you in control of your projects?

Customer presentation January 2014

63% of projects have scheduled delays 49% of projects exceed budget or do not meet business objectives 45% of projects face cost overruns 23% of all projects FAIL

Did you know….

Too much data Measures aren’t useful Too much time to collect and report data Data quality is poor No baseline No time to analyze data Reports aren’t used for decisions or action Metrics don’t document the PMO’s accomplishments Executives don’t pay attention

Challenges creating metrics

Lack%training%/%buy%

in%

Lack%resources%to%perform%func5on%

No%formal%approach%to%establish%

metrics%and%measures%

No%support%top%

management%or%

paricipa5on%Lack%con5nuous%reinforcement,%correla5ons%of%

metrics%to%project%outcomes%

No%data%valida5on%for%accuracy%

No%5meline%for%refining%and%repor5ng%metrics%in%line%with%implementa5on%

ac5vi5es%

Lack%data%for%reviewing%metrics%pre?%and%post?live%repor5ng%

No%defined%approach%to%measure%ROI%

Lack%organisa5onal%buy%in%towards%a%single%methodology%and%

standardisa5on%of%data%elements%

Key succes factors creating metrics

Consistent(reinforcement(of(the(terminology(

and(metric(defini4on(

Develop(metric(program(early(

Gain(agreement(on(key(metrics(for(

project(&(program(

Gain(agreement(on(repor4ng(and(

ongoing(monitoring(

Dashboard(and(summary(reports(developed(pre>(&(

post>(implementa4on(

Define(metrics(at(the(beginning(of(the(

project(

Metrics(and(measures(clear(an(concise(

Support(and(ownership(from(the(business(

Governance(process(defined(

for(metric(management(

Clear(charter,(scope,(roles(&(responsibili4es(and(

direc4on(vital(to(measure(project(success(

Missing significant variances or unfavorable trends Infrequently monitoring status and/or all aspects of the project No follow up on monitoring effects of corrective actions applied Mixing cause and effect when explaining variances Too little interim milestones or measurement points to objectively monitor status No indication when to apply backup plans Missing the potential impacts of corrective actions

Pitfalls

…what to do about them?

Focus metrics and measures

Schedule(

Resources(Status(

Cost/Budget(Contracts(

Scope(

Changemanagement(

Quality(

Risk(

Stakeholder(involvement(

What Track progress Take corrective action Detect variance from plan

How Periodic project status meetings & progress reports

Formal project milestones review Compare actual vs. planned start date for each project

task Earned value management

1 overview for all projects 1 reporting template 1 approach for “n” project methodologies

The project model canvas:

Simplified project control. Create transparency in program and project portfolios.

The project model canvas:

Every project start with the basics (information from the PID and other documents from your project methodology)

Key Partners Key Activities Goals Expectations Customers

Key Resources Deliverables

Business Case

Starting from the goal, all project elements are determined….

…the business case is the foundation.

Key Partners Key Activities Goals Expectations Customers

Key Resources Deliverables

Business Case

The canvas does not stand on its own. Hypotheses and tests are an integral part.

The project model canvas with the key information.

The hypotheses and assumptions made at the start of the project.

Tests to support the hypotheses and assumptions and record any agreements.

Are you in control?

When are you in control?

What does control mean?

Can we measure control?

Wow...

How does a dashboard look like based on the Canvas!?

Key metrics

Key Partners Key Activities Goals Expectations Customers

Key Resources Deliverables

Business Case

2550

75100

Business case

Resource gebruik

Deliverables

Goals25 50 75 100

Met welke partners wordt gewerkt om het tot een succes te maken?

Hier komen de mentrics en ander doelstelling van het project te staan. Afhankelijk van gebruik en behoefte, invulling etc.

Activiteitne voorde komende periode:

• Actie 1 • Actie 2 ook

doen

Beelangrijkste stuur data uit de business case die relevant is om te rapporteren.

Voor wie worden de zaken uitgevoerd? Zijn daar veranderingen of is customer management belangrijk om nu uit te voeren? Zijn wensen en eisen veranderd?

Opsomming van op te leveren elementen:

• tool • document • systeem

Wat wort verwacht en voldoet het project hier nog wel aan?

Het gaat hier om mensen, dingen, zaken, geld, budget, etc.

Behaalde doelen: • Oplevering analyse • Bepalen road map • Blauwdruk nieuwe organisatie en processen in draft gereed. !

Door de extra effort zijn wij meer on-track geraakt met het behalen van de doelstellingen. Het gebruik van de resources blijft achter op het geplande. Reden hiervan is onvoldoende voortgang waardoor resources voor de volgende fase nog niet kunnen worden ingezet.

Voor de komende periode wordt met name gekeken naar het opstarten van de volgende fase. De doelstellingen zullen goed behaald kunnen worden met de huidige voortgang. Fit met de klant dient herzien te worden.

Belangrijkste die binnen komende rapportage periode aangepakt moeten worden:

• Fit met klant herzien. • expectations dienen herzien en managen. !

Voor de langere termijn: • Is er voldoende aansluiting tussen de klant en interne

doelstellingen? • Blijft traject on-track ondanks het later ingaan van de volgende

fase, Denk hierbij aan geclaimde bemensing voor het project.

Behaald

Volgende stappen

Uitdagingen

Project Alkar 2020 - onderdeel Global reach programma

…and how do we creat the dashboard:

Make basic canvas* for program/portfolio… then make a canvas per project. Determine per canvas the metrics on which you want to steer (this is a natural progression from a good canvas). Compose 1 visual per project (see example).

* Mark that a canvas consist of 3 overviews; the goals, the hypothesis, and the performed tests.