Saving Troubled Projects
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
Saving Troubled Projects
Has Two Parts
Part 1 – Saving A Current Project
Part 2 – Saving Future Projects
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
Saving a Troubled Project
The Process
Step 1 – Is this project still needed? Step 2 – Is this project feasible?Step 3 – Should we fix or continue “As Is”? Step 4 – What is actually wrong?
Step 5 – What is the solution?
Step 6 – Solutions implemented, tracked & closed
Yes Yes Problem Defined Fix Solution Defined No Stop No Stop “As Is”
Step 1
“Is this project still needed?”
Customer Contract = YES
Internal Improvement Project = ?
Marketing Campaign Project = ?
Development or R&D Project = ?
Step 1
“Is this project still needed?”
Also ask,
“Is this the right project?”
“Is this the right project?”
Root Cause Analysis Alternative Solutions Solutions Tradeoff & Selection Problemor Need 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
Saving a Troubled Project
The Process
Step 1 – Is this project still needed? Step 2 – Is this project feasible?Step 3 – Should we fix or continue “As Is”? Step 4 – What is actually wrong?
Step 5 – What is the solution?
Step 6 – Solutions implemented, tracked & closed
Yes Yes Problem Defined Fix Solution Defined No Stop No Stop “As Is”
Step 2
“Is this project still feasible?”
Planned Outcome Meets Requirements
Funding
Available Resources
Working Technologies
Sufficient Stakeholder Support
Saving a Troubled Project
The Process
Step 1 – Is this project still needed? Step 2 – Is this project feasible?Step 3 – Should we fix or continue “As Is”? Step 4 – What is actually wrong?
Step 5 – What is the solution?
Step 6 – Solutions implemented, tracked & closed
Yes Yes Problem Defined Fix Solution Defined No Stop No Stop “As Is”
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
Saving a Troubled Project
The Process
Step 1 – Is this project still needed? Step 2 – Is this project feasible?Step 3 – Should we fix or continue “As Is”? Step 4 – What is actually wrong?
Step 5 – What is the solution?
Step 6 – Solutions implemented, tracked & closed
Yes Yes Problem Defined Fix Solution Defined No Stop No Stop “As Is”
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!
Saving a Troubled Project
The Process
Step 1 – Is this project still needed? Step 2 – Is this project feasible?Step 3 – Should we fix or continue “As Is”? Step 4 – What is actually wrong?
Step 5 – What is the solution?
Step 6 – Solutions implemented, tracked & closed
Yes Yes Problem Defined Fix Solution Defined No Stop No Stop “As Is”
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
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
If No Requirements and/or No Defined Outcome?
Sometimes Projects Need Two Phases!
Phase 1 = Get Requirements and Define the Outcome
Phase 2 = Plan and Perform The Project
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
Saving a Troubled Project
The Process
Step 1 – Is this project still needed? Step 2 – Is this project feasible?Step 3 – Should we fix or continue “As Is”? Step 4 – What is actually wrong?
Step 5 – What is the solution?
Step 6 – Solutions implemented, tracked & closed
Yes Yes Problem Defined Fix Solution Defined No Stop No Stop “As Is”
What To Do
Start with Step 1
Address all the steps
in the order listed
Involve stakeholders
Saving a Troubled Project
The Process
Step 1 – Is this project still needed? Step 2 – Is this project feasible?
Step 3 – Should we fix or continue “As Is”? Step 4 – What is actually wrong?
Step 5 – What is the solution?
Step 6 – Solution tasks implemented, tracked & closed Yes Yes Problem Defined Fix Solution Defined No Stop No Stop “As Is”
Saving Troubled Projects
Has Two Parts
Part 1 – Saving A Current Project
Part 2 – Saving Future Projects
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 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
Projects Need
Requirements
Project Driving Information
What Project Definition Deliverable Requirements Constraints Deliverable Requirements Requirements Project Definition Project Constraints • Budget • Schedule • Regulatory ConstraintsDeliverable 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
Project Constraints
Defines the Boundaries the Project Must Exist Within
What
Schedule
Cost
Rules, Regulations, Codes
Resource Limits
What to Do
List the constraints
Ensure all stakeholders
understand and agree with all constraints
Milestones
Complete Start
Projects Need
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
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
A Plan Is A Set of Visuals
1.1.1 Requirements Analysis - Bill = 1 Month
1.1.2 Top Level Design - Mary = 1 Month
1.1.3 Detail Design - John = 1.7 Months
1.1.4 Build - Gill = 1.2 Months
1.1.5 Unit Integration - Matt = 0.5 Months
1.1.6 Unit Test - Matt = 0.25 Months
1.0 Subsystem A 1.1 Hardware • Labor • Subcontractors • Purchased Items • Travel
1.1.1 Requirements Analysis - Bill = 1 Month
1.1.2 Top Level Design - Mary = 1 Month
1.1.3 Detail Design - John = 1.7 Months
1.1.4 Build - Gill = 1.2 Months
1.1.5 Unit Integration - Matt = 0.5 Months
1.1.6 Unit Test - Matt = 0.25 Months
1.0 Subsystem A 1.1 Hardware • Labor • Subcontractors • Purchased Items • Travel Buyer & Contractor Architect Excavation Foundation Framing &
Enclosure Electrical Plumbing
Cabinets Flooring Finish Carpentry
Plan Visuals
List of Deliverables Work Outline Milestones Flow Chart Schedule Team Organization Work Assignments Resource EstimatesMilestone Closure Criteria
Complete Start
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
Requirements
& Feasibility Financing
Lot
Architectural Design
Planning Predecessors Project Definition Deliverable Requirements Constraints Deliverable Definition Planning Process
1) Outline the Work 2) Define the Team
3) Sequence the Work 4) Estimate Resources 5) Assign Work
Projects Need A
Definition, Requirements,
Deliverable Defintion and
Information and Plan Integration
Project Plan Project Deliverable Definition Requirements for What the ProjectDelivers
Defintion, Requirements
& Constraints
What is the Work
Deliverable Requirements
& Constraints Project
Definition
1.1.1 Requirements Analysis - Bill = 1 Month
1.1.2 Top Level Design - Mary = 1 Month
1.1.3 Detail Design - John = 1.7 Months
1.1.4 Build - Gill = 1.2 Months
1.0 Subsystem A 1.1 Hardware • Labor • Subcontractors • Purchased Items • Travel
1.1.1 Requirements Analysis - Bill = 1 Month
1.1.2 Top Level Design - Mary = 1 Month
1.1.3 Detail Design - John = 1.7 Months
1.1.4 Build - Gill = 1.2 Months
1.0 Subsystem A 1.1 Hardware • Labor • Subcontractors • Purchased Items • Travel Buyer & Contractor Architect Excavation Foundation Framing &
Enclosure Electrical Plumbing
Cabinets Flooring Finish Carpentry
Milestone Closure Criteria
Complete Start
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
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.
Project Metrics
STANDARD
Standard Metrics Requirements compliance Schedule progress Cost performance Risk control measures
Resource Measures
Projects Need
What Every Project Needs
Project Manager
Identified Established Role Supported by Management Accepted by Team Established Authority Work Knowledgeable A Manager An Organizer A CommunicatorPM’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”
Projects Need a Team
and Teamwork
Teams
Construction Crew
Surgical Team
Flight Deck Crew NASCAR Pit Crew
Defined Outcomes Known Work
Known Work Sequences Existing Tools
Defined Roles
Common Success Measures Known Decision Authorities
Teamwork Communication
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.
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
Projects Need a
Sustained
Strategic Flow
OUTCOMES MEANS
People Operating Model & Processes
Measurements Assessments Systems
& Tools
STRATEGIES
New Customers Products or Services New or Improved
Operations Improvements New Markets ORGANIZATION VISION Satisfied Customers Profit Positioned
MEANS
People Operating Model & Processes
Measurements Assessments Systems & Tools OUTCOMES STRATEGIES
New Customers Products or Services New or Improved
Operations Improvements New Markets ORGANIZATION VISION Satisfied Customers Profit Positioned
for the Future Employees Developed
Adequate “MEANS” must exist
to attain desired “OUTCOMES”
MEANS
EXAMPLE “MEANS”
Your Infrastructure
• Training • Coaching
• Checklists and Templates • Scheduling System • Financial System • Requirements Tracing • Operating Models • Processes • Lessons Learned • Project Metrics • Project Reviews • Methods Assessments
People Operating Model & Processes
Measurements Assessments Systems
How Do the “Means” Fit Together?
Imp rovement s Processes Training Measure - Assess • Organization AssessmentsProcess Implementation Support • Expert Guidance
• Web Based PM Resources
• Templates • Checklists • Guides • References Business Model Systems System Requirements System Functionality Operating Model
Function 1 Work Work
Function 4 Work Work Work
Function 3 Work Work Work
Function 2 Work Work Work
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.
Saving Troubled Projects
Has Two Parts
Part 1 – Saving A Current Project
Part 2 – Saving Future Projects
Saving a Troubled Project
The Process
Step 1 – Is this project still needed? Step 2 – Is this project feasible?
Step 3 – Should we fix or continue “As Is”? Step 4 – What is actually wrong?
Step 5 – What is the solution?
Step 6 – Solutions implemented, tracked & closed
Yes Yes Problem Defined Fix Solution Defined No Stop No Stop “As Is” © 2012 Mark Waldof 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:
A Plan Is A Set of Visuals
1.1.1 Requirements Analysis - Bill = 1 Month
1.0 Subsystem A 1.1 Hardware • Labor • Subcontractors • Purchased Items • Travel 1.1.1 Requirements Analysis - Bill = 1 Month
1.0 Subsystem A 1.1 Hardware • Labor • Subcontractors • Purchased Items • Travel Buyer & Contractor Architect Excavation Foundation Framing &
Enclosure Electrical Plumbing Cabinets Flooring Finish
Carpentry Plan Visuals List of Deliverables Work Outline Milestones Flow Chart Schedule Team Organization Work Assignments Resource Estimates
Milestone Closure Criteria
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
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 MEANS EXAMPLE “MEANS” Your Infrastructure • Training • Coaching
• Checklists and Templates • Scheduling System • Financial System • Requirements Tracing • Operating Models • Processes • Lessons Learned • Project Metrics • Project Reviews • Methods Assessments
People Operating Model
& Processes Measurements
Assessments Systems
& Tools
How Do the “Means” Fit Together?
Im prove m e nt s Processes Training
Process Implementation Support
• Expert Guidance • Web Based PM Resources
• Templates • Checklists • Guides • References Business Model Systems System Requirements System Functionality Operating Model
Function 1WorkWork
Function 4 WorkWork Work
Function 3 WorkWorkWork
Function 2WorkWorkWork
Free PM
Improvement
Seminars
Free PM
Improvement
Assessment
HandoutEND OF
Saving Troubled Projects
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
