the battle rages: 5 strategies to combat constant scope creep
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R U S SE L L M A R T I N A S S O C I A T E S& Page 0
403 The Battle Rages:
5 Strategies to Combat
Constant Scope Creep
presented by Lou Russell, Russell Martin & Associates (317) 475-9311 @nolecture info@russellmartin.com www.russellmartin.com
© Russell Martin & Associates www.russellmartin.com
R U S SE L L M A R T I N A S S O C I A T E S& Page 1
Because of your expertise, your team has been asked by Training Magazine to devise a critical job aide for a new trainer to help them remember what to focus on.
Pitch Me
Page 1 © Russell Martin & Associates www.russellmartin.com
Your supplies are limited to one piece of paper and one writing utensil. You have 5 minutes.
R U S SE L L M A R T I N A S S O C I A T E S& Page 2
Content
1. Why ?
2. Who Cares?
3. Stakeholders
Define the Scope
4. It’s Always Fun Until
Someone Gets Hurt
5. Accountability
Means You Do It
Page 2 © Russell Martin & Associates www.russellmartin.com
R U S SE L L M A R T I N A S S O C I A T E S& Page 3
The Lifecycle of a Project
Enth
usi
asm
Time Adapted from Robert Lewis’ book Bare Bones Project Management
Unenlightened optimism
Dawning pessimism
Enlightened optimism
Pre-completion panic
Success!
R U S SE L L M A R T I N A S S O C I A T E S&
Dare to Properly Manage Resources!
Define Plan Manage Review END START
1. Set Business Objectives
2. Establish Project Scope
3. Set Project Objectives
4. Mitigate Risks
5. Establish Constraints
6. Plan communications
7. Establish Governance Plan
1. Determine Milestones
2. Schedule Task Dependencies
3. Adjust for Resource Dependencies
4. Create budget
1. Control work in progress
2. Provide status and feedback
3. Leverage Governance
4. Resolve conflict
1. Close the project
2. Turn over deliverables
3. Hold Project Review
4. Celebrate accomplishments
Steps to Great Projects
initiate plan monitor close
Page 4 © Russell Martin & Associates www.russellmartin.com
R U S SE L L M A R T I N A S S O C I A T E S&
Dare to Properly Manage Resources!
Steps to Great Projects
Define Plan Manage Review END START
1. Set Business Objectives
2. Establish Project Scope
3. Set Project Objectives
4. Mitigate Risks
5. Establish Constraints
6. Plan communications
7. Establish Governance Plan
1. Control work in progress
2. Provide status and feedback
3. Leverage Governance
4. Resolve conflict
1. Close the project
2. Turn over deliverables
3. Hold Project Review
4. Celebrate accomplishments
Page 5
initiate plan monitor close
Page 5
1. Determine Milestones
2. Schedule Task Dependencies
3. Adjust for Resource Dependencies
4. Create budget
© Russell Martin & Associates www.russellmartin.com
R U S SE L L M A R T I N A S S O C I A T E S&
Improve Service
Increase Revenue
Avoid Cost
Also… • Reaction to government regulation • Reaction to competitive pressures
#1. Why? Develop Business Objectives: The Greek Goddess of Business
Page 6
by…
My project will…
© Russell Martin & Associates www.russellmartin.com
R U S SE L L M A R T I N A S S O C I A T E S&
The Business Objectives for holding the Volunteer Day are:
•Employee: Loyalty and pride, sense of belonging which leads to retention and better recruitment to avoid the cost of re-hiring.
•Build good will and establish 3rd party relationships which can serve as a crisis shield should there be crises about business or brand to improve revenue.
Develop Business Objectives: The Greek Goddess of Business
Page 7 © Russell Martin & Associates www.russellmartin.com
R U S SE L L M A R T I N A S S O C I A T E S&
Project Team Members
Perform project activities and produce project deliverables
Project Manager
Plans,
Organizes and
Manages
the Project
#2: Who Cares? Project Roles
Page 8 © Russell Martin & Associates www.russellmartin.com
R U S SE L L M A R T I N A S S O C I A T E S&
Project Sponsor
•Represents the best interest of the organization that is funding the project.
•Provides resources
•Makes critical business choices (governance)
What is a Project Sponsor?
Page 9 © Russell Martin & Associates www.russellmartin.com
R U S SE L L M A R T I N A S S O C I A T E S&
• Provides status reports to stakeholders ____ ____
• Assigns tasks to people ____ ____
• Determines the business objectives ____ ____
• Determines the project objectives ____ ____
• Recommends what to do when money,
time or quality are threatened ____ ____
• Decides what to do when money,
time or quality are threatened _____ _____
Project Sponsor
Project Manager
You Try It!
Page 10 © Russell Martin & Associates www.russellmartin.com
R U S SE L L M A R T I N A S S O C I A T E S&
the project
The Sponsor
Experts (SMEs)
Finance
Customers Functional
Leaders
The Project Manager
The Dedicated Project Team
#3: Stakeholders Define the Scope
Page 11 © Russell Martin & Associates www.russellmartin.com
R U S SE L L M A R T I N A S S O C I A T E S&
Who are my Stakeholders?
STAKEHOLDER: A person, role, organization,
company or system who PROVIDES SOMETHING
to the project or
RECEIVES SOMETHING from the project
Page 12 © Russell Martin & Associates www.russellmartin.com
R U S SE L L M A R T I N A S S O C I A T E S& Page 13
Define the Scope
Stakeholder (role not person)
Inputs: Information needed
Outputs: Deliverables Comments
Project Sponsor
Employees provide the volunteer hours
Charities provide the need receive help
Corporate Communications
provides press releases
Catering provides food for the volunteers
© Russell Martin & Associates www.russellmartin.com
R U S SE L L M A R T I N A S S O C I A T E S&
Charities Sponsor:
CEO
Volunteer Day
Project
Catering
Volunteers
Food
Budget Sch
edule
Budget
Ava
ilable
Corporate Communications
Employees
Communication Plan
Status
Tra
inin
g
Governance
DEFINE The Scope Diagram
© Russell Martin & Associates www.russellmartin.com Page 14
R U S SE L L M A R T I N A S S O C I A T E S&
DEFINE The Scope Diagram
Charities Sponsor:
CEO
Volunteer Day
Project
Catering
Volunteers
Food
Budget Sch
edule
Budget
Ava
ilable
Corporate Communications
Employees
Communication Plan
Status
Tra
inin
g
Governance Needs
© Russell Martin & Associates www.russellmartin.com Page 15
R U S SE L L M A R T I N A S S O C I A T E S& Page 16
Time
Neutral Zone
Stress
New Beginning
Creativity
Skepticism
Acceptance
Impatience
Hope
Energy
Excitement Endings
Denial
Anger
Fear
Shock
Frustration
Confusion
From Managing Transitions by William Bridges
#4: It’s Always Fun Until Someone Gets Hurt
© Russell Martin & Associates www.russellmartin.com
R U S SE L L M A R T I N A S S O C I A T E S& Page 17
How You Behave: DISC
D
I S
C Urgent
Pioneering
Innovative
Driven
Likes challenge
Demanding
Quick to anger
Careful
Objective, clear
High standards
Good analyst
Detailed
Picky
Aloof
Fearful
Optimistic
Motivator
Team Player
Problem solver
Emotionally needy
Inattentive
Trusting
Poor with
details
Steady and sincere
Patient
Empathetic
Logical
Service-oriented
Apathetic under stress
Passive
Resists change
© Russell Martin & Associates www.russellmartin.com
R U S SE L L M A R T I N A S S O C I A T E S& Page 18
Adapting Behavior Predicts Stress
R U S SE L L M A R T I N A S S O C I A T E S& Page 19
Interacting with Other Styles
© Russell Martin & Associates www.russellmartin.com
R U S SE L L M A R T I N A S S O C I A T E S& Page 20
A Team Makes A Whole Brain
Page 20 © Russell Martin & Associates www.russellmartin.com
R U S SE L L M A R T I N A S S O C I A T E S&
Dare to Properly Manage Resources!
#4 Accountability Means You Do It
Define Plan Manage Review END START
1. Set Business Objectives
2. Establish Project Scope
3. Set Project Objectives
4. Mitigate Risks
5. Establish Constraints
6. Plan communications
7. Establish Governance Plan
1. Control work in progress
2. Provide status and feedback
3. Leverage Governance
4. Resolve conflict
1. Close the project
2. Turn over deliverables
3. Hold Project Review
4. Celebrate accomplishments
Page 21
initiate plan monitor close
Page 21
1. Determine Milestones
2. Schedule Task Dependencies
3. Adjust for Resource Dependencies
4. Create budget
© Russell Martin & Associates www.russellmartin.com
R U S SE L L M A R T I N A S S O C I A T E S&
Milestones • When Big Chunks of work will be done
• Dates to track interim progress
Page 22
Charities Sponsor:
CEO
Volunteer Day
Project
Catering
Volunteers
Food
Budget
Sch
edule
Budget
Availa
ble
Corporate Communications
Employees
Communication Plan
Status
Tra
inin
g
Governance
Needs
© Russell Martin & Associates www.russellmartin.com
IMPLEMENT
START
requirements
blueprints
deliverables
deliver, transition
ANALYZE
DESIGN
EVALUATE
BUILD
END
project and deliverables
R U S SE L L M A R T I N A S S O C I A T E S&
Milestones • Work Back from the Date
Page 23
Charities Sponsor:
CEO
Volunteer Day
Project
Catering
Volunteers
Food
Budget
Sch
edule
Budget
Availa
ble
Corporate Communications
Employees
Communication Plan
Status
Tra
inin
g
Governance
Needs
© Russell Martin & Associates www.russellmartin.com
IMPLEMENT
START
requirements
blueprints
deliverables
deliver, transition
ANALYZE
DESIGN
EVALUATE
BUILD
END
project and deliverables
Done: 7/15/11
Done: 7/7/11
Done: 7/1/11
Done: 6/20/11
6/1/11
Event Held
7/13/11
R U S SE L L M A R T I N A S S O C I A T E S&
Tasks
What has to happen to finish ANALYZE? Which Stakeholders / flows are involved?
Page 24
Charities Sponsor:
CEO
Volunteer Day
Project
Catering
Volunteers
Food
Budget
Sch
edule
Budget
Availa
ble
Corporate Communications
Employees
Communication Plan
Status Tra
inin
g
Governance
Needs
© Russell Martin & Associates www.russellmartin.com
IMPLEMENT
START
requirements
blueprints
deliverables
deliver, transition
ANALYZE
DESIGN
EVALUATE
BUILD
END
project and deliverables
Done: 7/15/11
Done: 7/7/11
Done: 7/1/11
Done: 6/20/11
6/1/11
Event Held
7/13/11
Finalize Charity
Finalize Caterer
Invite
Employees
Establish
Messaging Needed
Review with Sponsor
R U S SE L L M A R T I N A S S O C I A T E S&
Plan Back From the Due Date
Page 25
6/12/11 6/8/11 6/18/11
6/15/11
6/15/11
© Russell Martin & Associates www.russellmartin.com
Finalize Charity
Finalize Caterer
Invite Employees
Establish
Messaging Needed
Review with Sponsor
ANALYZE
Done: 6/20/11
START
6/1/11
R U S SE L L M A R T I N A S S O C I A T E S&
Plan Back From the Milestone Due Date
Page 26
6/12/11 6/8/11 6/18/11
6/15/11
6/15/11
© Russell Martin & Associates www.russellmartin.com
Finalize Charity
Finalize Caterer
Invite Employees
Establish
Messaging Needed
Review with Sponsor
ANALYZE
Done: 6/20/11
START
6/1/11
Tasks have duration, take time
Lou Lou
Jo
Maria
Brittney
R U S SE L L M A R T I N A S S O C I A T E S&
Allows you to sort by date, task manager, or completed.
Build a Spreadsheet
Project Task Project
Manager
Task
Owner
Due Comments Complete
VolDay Finalize
charity
Tai Lou 6/8/11 Email
results
VolDay Review with
Sponsor
Tai Lou 6/12/11 Needs
approvals
VolDay Establish
messaging
needed
Tai Jo 6/15/11
VolDay Invite
employees
Tai Maria 6/15/11
VolDay Finalize
Caterer
Tai Brittney 6/18/11
Page 27 © Russell Martin & Associates www.russellmartin.com
R U S SE L L M A R T I N A S S O C I A T E S& Page 28
Simple Status Reports
Page 28 © Russell Martin & Associates www.russellmartin.com
Project Task Project
Manager
Task
Owner
Due Comments Complete
VolDay Finalize
charity
Tai Lou 6/8/11 Email
results √ VolDay Review with
Sponsor
Tai Lou 6/12/11 Needs
approvals √ VolDay Establish
messaging
needed
Tai Jo 6/15/11 √
VolDay Contact
United Way
Tai Jo 6/15/11 Already
done by
charity
VolDay Invite
employees
Tai Maria 6/15/11
VolDay Finalize
Caterer
Tai Brittney 6/18/11
Tasks are either done or not done
R U S SE L L M A R T I N A S S O C I A T E S& Page 29 © Russell Martin & Associates www.russellmartin.com
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Yes, and the impact will be this…
Page 30 © Russell Martin & Associates www.russellmartin.com
The PROJECT MANAGER does not control scope, but manages the choices.
The PROJECT SPONSOR (aka The Business) determines whether scope should change or not based on the insights of the (on the ground) Project Manager and the impact on the business objective.
R U S SE L L M A R T I N A S S O C I A T E S&
1. Seek first to blame.
2. I’m busy, I must be making progress.
3. We can do that.
4. That will just take a minute.
5. All projects are the same.
The Five Deadly Sins of Project Management
Page 31 © Russell Martin & Associates www.russellmartin.com
R U S SE L L M A R T I N A S S O C I A T E S&
1. Seek first to blame collaborate. 2. I’m busy on the things that are
must be making money. 3. We can do that for a price. 4. That will just take some planning
a minute. 5. All projects are the same unique.
© Russell Martin & Associates www.russellmartin.com
The Five Heavenly Atonements of PM
Page 32
R U S SE L L M A R T I N A S S O C I A T E S&
How Can I Get More HELP?
At www.russellmartin.com:
•Purchase books
•Get our LEARNING FLASH e-zine for more tips and tools
•Find out about workshops, webinars, e-learning and virtual alumni communities
Page 33 © Russell Martin & Associates www.russellmartin.com
@nolecture Lou Russell
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