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Project Assurance

Make sure your projects deliver results as expected

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Focus in traditional follow-up

FuturePast

Activities

The past (why are we behind) and current situation (fire fighting)

“It’s like being in a court where you are judged on past actions and events”(quote from a project manager on traditional project reporting meetings)

Results

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Focus in Project Assurance

Future

GoalsPast

Results

Actions & Decisions

Purpose:To make sure the project manager have control and will be successful

M1

Risks

M2 M3

Risks Risks

The future (what does it take to achieve milestones and goals)

Activities

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Focus on the past Focus on the future

”Why?” ”How?”

DefensiveBlameCover your backFrustration

Pro-activeInitiativeResponsibilityMotivation

Results & MilestonesRisks & PossibilitiesActions & Decisions

ActivitiesProblemsExplanations

Project Assurance: From reporting to actions & decisions

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Focus on the critical milestones to improveownership, steering and communication

• Milestone - an achieved result, a change of state

– Important decision-making points– Important deliverables (internal &

external)– Payment

• Why– Their connection to project goals– Their function as morale boosters– Their function as control stations for

management• Focus on the vital few• Ownership and commitment• Involve you team to create

ownership and commitment– Milestone planning is group work

Milestone - schedule

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A result securing process for large projects & portfolios

Focus on results on project level•Will you deliver project results as agreed?•Dependencies & priorities within portfolio•Participants: Project Managers, Management

Focus on result & milestones on work package/sub-project level• Will you deliver your work package’s critical milestones and results?• Dependencies & priorities within the project• Participants: Project Management Team

Project Assurance of Projects & Project

Portfolio

Program area/Project dept

Project Assurance sub-projects/work packages,

responsibility areas

Project A Project B Project B

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Be prepared and know your situation and outlook

Milestone schedule

Progress and cost reports

Project goals

Result and risk evaluation &

actions

Preparation

Situational assessment

Project Assurance

Meeting

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side

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Today

Concept Definition 15-09-11

System Definition 15-11-11

System Design

26-01-12

Detail Design

02-05-12

Prefabr. & Manufact. 21-06-12

Fabr. & Tech.doc 21-06-12

Eng

inee

ring

Sup

ply

chai

n M

anu-

fa

ctur

ing

LL1 - A 29-09-11

Start Manufact. 21-05-12

ITP Approved 20-04-12

PO System B 25-03-12

LL1 – B 29-11-11

100% Delivery Std.joints 06-06-12

Project Kick off

01-07-11

Project Close out 18-05-13

system A system B material A Comp a.

system C material B product A

Buoyancy Delivered 24-08-12

System A Complete 09-11-12

Com.Pack. Complete 14-08-12

Main Pack. Complete 21-11-12

Buoyancy Start

17-05-12

1D 15-09-11

2A 15-11-11

3C 17-10-12

3B 10-09-12

2B 26-01-12

3A 11-05-12

5D 18-05-13

Gat

e re

view

s

20-09-11 10-11-11 15-02-12

25-09-11 25-08-12

20-12-11

Forecast

Forecast

Forecast

Forecast Forecast

Forecast Forecast Forecast

Forecast Forecast Forecast

Legend: Lower left corner –Flag Grey – when actual Green – on schedule, no problem Yellow – behind schedule and/or some potential challenges Red – behind schedule and difficult challenge Lower right corner – Forecast/actual If planned date is not achievable state Forecasted date. When 100% fill in actual date

Milestone schedule -

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The Project Assurance Meeting

– milestones and/or results will NOT be achieved as agreed or not within timeWhat do you intend to do about it – what decisions need to be taken?What risks and opportunities do you see ahead – and what actions do these require?Do we as a team agree with the situation assessment?Do you need help? How can the team contribute to find new solutions?

YES

NO

Will you achieve your results and milestones within time?

– milestones and results will be achieved within timeWhat risks and opportunities do you see ahead – and what decisions and actions do these require?Do we as a team agree with the situation assessment and the mitigating actions? If not, put it on the table

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During the project assurance meeting the leader must avoid taking the responsibility and initiative away from his team-members.

Follow-up meetings are often focused on what the manager considers as necessary actions – while the team-members who actually should be followed up, are given the role as listeners.

The consequence is that the delegated responsibility has been withdrawn.

The persons who are followed up must act as a chairman during their own presentation and ensure that necessary decisions are taken!

Keep responsibility where it belongs

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Well conducted Project Assurance meetings improves:

• Motivation & Team SpiritManagement and colleagues support and act as your “critical helpers”.It is stimulating to fight for important goals both in good and hard times, and it is satisfying to achieve these goals.

• LearningWhat would others have done in my situations, learn from others that do something smart.

• Coordination & prioritizationEveryone knows the total situation and the others’ challenges.

• Identification of organisational and process bottlenecksThe process identifies cross-project issues and trigger improvements that have impact on results

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A proven track record

• Large development and engineering projects (3 Billion NOK)

• Portfolio of engineering projects (40 - 900 MNOK)

• Portfolio of construction & building projects

• Engineering/construction projects (Power Stations)

• Product development projects

• Outsourced development projects

• Internal IT projects

• Task forces/sub-project teams (short time horizon)

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For more information, please contactTerje M. Sæbø, Considium Consulting Groupterje.sabo@considium.no, +47 40 40 55 66