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Pm expectations duluth

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Brandon Olson
Brandon Olson

The document discusses the importance of managing expectations in project management. It begins by outlining objectives of improving project success rates, client engagement, and change management processes. It then discusses sources of project failures such as inadequate training, poor expectations management, and cultural misalignment. Additionally, it explores how project variables like scope, cost, and time can be impacted by changes and how a change management process including a change control board can help formalize managing changes. Finally, it emphasizes challenges in establishing baselines and gaining acceptance of change impacts, and providing resources for additional reference.

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The Value of Expectations in Project Management Brandon Olson
Objectives Improve project success rates Clientengagement and ownership Project change management process Return to Work with Conceptual Understanding Tools & Processes http://faculty.css.edu/bolson1/presentations/DuluthEMWorkshop.pdf
Agenda Project Management Project Failures Managing Project Variables Managing Client Expectations Change Management Challenges / Solutions
What is a Project? a temporary endeavor undertaken to create a unique product, service, or result. PMI, 2008
Project Sources Revenue Generation New product/services Market Expansion Increased Scalability Cost Savings Process Improvement Decision Making Directive Government Compliance Self-Imposed Competitive Standards
Project Phases Initiate Plan Execute Monitor & Control Close Time PMI (2008)
The Project Team Project Champion Project Manager Project Owner (client) Project Team (Multidisciplinary Specialists)
Project Management Scope Project Manager Cost Time
Agenda Project Management Project Failures Managing Project Variables Managing Client Expectations Change Management Challenges / Solutions
Project Failures
Defining Project Success Delivered 100% functionality On time Within Budget
Project Success Rates 100% Standish Group CHAOS Report 90% 80% 70% 60% 50% 40% 37% 32% 30% 27% 26% 29% 20% 16% 10% 1994 1996 1998 2004 2009 2011 Gale (2011)
Sources of Project Failures 1. Failure to establish upper-management commitment to the project 2. Lack of organizational commitment to methodology 3. Taking shortcuts through or around methodology 4. Poor estimating techniques 5. Overoptimism 6. Mythical man-month 7. Inadequate people management skills 8. Insufficient resources 9. Failure to manage to the plan 10. Failure to adapt to business change 11. Premature Commitment to a fixed budget and schedule 12. Poor expectations management Whitten & Bentley (2007)
Top 10 Reasons Projects Fail 1. Inadequately trained and/or inexperienced project managers 2. Failure to set and manage expectations 3. Poor leadership at any and all levels 4. Failure to adequately identify, document and track requirements 5. Poor plans and planning processes 6. Poor effort estimation 7. Cultural and ethical misalignment 8. Misalignment between the project team and the business or other organization it serves 9. Inadequate or misused methods 10. Inadequate communication, including progress tracking and reporting Winters (2002)
Agenda Project Management Project Failures Managing Project Variables Managing Client Expectations Change Management Challenges / Solutions
Project Variables Scope Cost Time
Project Changes Failure Budget Cuts Schedule Compression Increase Scope
Change - Functionality Scope Creep Increase in user expectations Feature Creep Increase in engineered functions Smallincremental changes over time Potential to adversely affect project
Project Change Expectations Gap Project Baseline Project Charter
Agenda Project Management Project Failures Managing Project Variables Managing Client Expectations Change Management Challenges / Solutions
Project Charter Estimates Scope 100% Project $10,000 25 weeks Cost Time
Scope Change Scope 100% 125% Project $10,000 25 weeks $12,500 31 weeks Cost Time
Managing Change Increasing Scope Increase budget May increase schedule Cut budget Reduce scope May reduce schedule (or increase) Shorten Schedule Reduce scope Increase budget
Managing Client Expectations Project Initiation Phase Discussion with Client/Owner Determine Project Success Evaluate Cost/Schedule/Scope Prepare Expectations Matrix Project Monitoring and Controlling Phase Reevaluate Expectations Matrix
Expectations Management Matrix Measures of Success Max or Min Constrain Accept Cost Schedule Scope Whitten & Bentley (2007)
Expectations Management Matrix Moon Landing Measures of Success Max or Min Constrain Accept Cost $20 billion (estimated) Schedule Before 12/31/1969 Scope Land man on moon Return safely to earth
Expectations Management Matrix London Olympics Measures of Success Max or Min Constrain Accept Cost 贈2.4 billion (initial) 贈9.3 billion (revised) Schedule Before 7/27/2012 Scope Construct facilities Construct transport.
Expectations Management Matrix Changing Priorities Measures of Success Max or Min Constrain Accept Cost Schedule Scope Budget Cuts
Managing Client Expectations Dont say no to changes; say yes, but Educate client Develop formal change request process Enforce adherence to change control process
Agenda Project Management Project Failures Managing Project Variables Managing Client Expectations Change Management Challenges / Solutions
CM vs Project CM Change Management Organizational Level Migration to new process/service/product Occurs near the end of a project cycle Project Change Management Project level Modification to project variables Occurs throughout project
Project CM Process Requested Submit Change Change Review Request Yes Adjust Approved? Variables No Inform Integrate Client Change
Change Order Form Tracking Data Change Specifications Changer Order ID Change Description Date Anticipated Benefits Project Name Anticipated Goals Customer Contact Budget Phone (email) Project Impact Summary Budget Difference Schedule Difference Approval / Date
Change Order Form Offer as a template to project stakeholders Consider database/spreadsheet for tracking Addresses all project variables Scope/Functionality Budget Schedule Requires both client and project approval May require supporting documentation Revised project schedule Revised budget spreadsheet More formal and detailed change request document
Change Management View project management as constant communication and negotiation Plan for change Establish formal change control system Create change control board (CCB) Use effective configuration management Define procedures timely decisions on smaller changes Use reporting to identify and manage change Use project management software to communicate change Focus on leading project team and meeting overall project goals and expectations Schwalbe (2007)
Value of Change Question value of change Justify additional budget and schedule? Similar evaluation to project selection Maintain focus on the goals for the project Is change aligned with project goals? Does change interfere with project goals? What are the benefits of the change? Functionality Political
Agenda Project Management Project Failures Managing Project Variables Managing Client Expectations Change Management Challenges / Solutions
Challenges to PCM What challenges do you face implementing project change management? Establishing initial project variables Gaining acceptance on affect of changes to project Formalizing a project change management process Managing scope/feature creep
Resources
References Gale, S. (2011). Failure rates finally drop. PM Network, 25(8), 10-11. Project Management Institute (2008). A guide to the project management body of knowledge (4th ed.). Newtown Square, PA: Author. Schwalbe, K. (2007). Information technology project management (5th ed.). Boston, MA: Thompson Course Technology Whitten, J.L. & Bentley, L.D. (2007). Systems analysis and design methods (7th ed.). New York, NY: McGraw-Hill Irvin. Winters, F. (2002). The top 10 reasons projects fail. Retrieved from http://www.projectmanagement.com/ articles/ 147229/The-Top-10-Reasons-Projects-Fail

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Pm expectations duluth

  • 1. The Value of Expectations in Project Management Brandon Olson
  • 2. Objectives Improve project success rates Clientengagement and ownership Project change management process Return to Work with Conceptual Understanding Tools & Processes http://faculty.css.edu/bolson1/presentations/DuluthEMWorkshop.pdf
  • 3. Agenda Project Management Project Failures Managing Project Variables Managing Client Expectations Change Management Challenges / Solutions
  • 4. What is a Project? a temporary endeavor undertaken to create a unique product, service, or result. PMI, 2008
  • 5. Project Sources Revenue Generation New product/services Market Expansion Increased Scalability Cost Savings Process Improvement Decision Making Directive Government Compliance Self-Imposed Competitive Standards
  • 6. Project Phases Initiate Plan Execute Monitor & Control Close Time PMI (2008)
  • 7. The Project Team Project Champion Project Manager Project Owner (client) Project Team (Multidisciplinary Specialists)
  • 8. Project Management Scope Project Manager Cost Time
  • 9. Agenda Project Management Project Failures Managing Project Variables Managing Client Expectations Change Management Challenges / Solutions
  • 11. Defining Project Success Delivered 100% functionality On time Within Budget
  • 12. Project Success Rates 100% Standish Group CHAOS Report 90% 80% 70% 60% 50% 40% 37% 32% 30% 27% 26% 29% 20% 16% 10% 1994 1996 1998 2004 2009 2011 Gale (2011)
  • 13. Sources of Project Failures 1. Failure to establish upper-management commitment to the project 2. Lack of organizational commitment to methodology 3. Taking shortcuts through or around methodology 4. Poor estimating techniques 5. Overoptimism 6. Mythical man-month 7. Inadequate people management skills 8. Insufficient resources 9. Failure to manage to the plan 10. Failure to adapt to business change 11. Premature Commitment to a fixed budget and schedule 12. Poor expectations management Whitten & Bentley (2007)
  • 14. Top 10 Reasons Projects Fail 1. Inadequately trained and/or inexperienced project managers 2. Failure to set and manage expectations 3. Poor leadership at any and all levels 4. Failure to adequately identify, document and track requirements 5. Poor plans and planning processes 6. Poor effort estimation 7. Cultural and ethical misalignment 8. Misalignment between the project team and the business or other organization it serves 9. Inadequate or misused methods 10. Inadequate communication, including progress tracking and reporting Winters (2002)
  • 15. Agenda Project Management Project Failures Managing Project Variables Managing Client Expectations Change Management Challenges / Solutions
  • 16. Project Variables Scope Cost Time
  • 17. Project Changes Failure Budget Cuts Schedule Compression Increase Scope
  • 18. Change - Functionality Scope Creep Increase in user expectations Feature Creep Increase in engineered functions Smallincremental changes over time Potential to adversely affect project
  • 19. Project Change Expectations Gap Project Baseline Project Charter
  • 20. Agenda Project Management Project Failures Managing Project Variables Managing Client Expectations Change Management Challenges / Solutions
  • 21. Project Charter Estimates Scope 100% Project $10,000 25 weeks Cost Time
  • 22. Scope Change Scope 100% 125% Project $10,000 25 weeks $12,500 31 weeks Cost Time
  • 23. Managing Change Increasing Scope Increase budget May increase schedule Cut budget Reduce scope May reduce schedule (or increase) Shorten Schedule Reduce scope Increase budget
  • 24. Managing Client Expectations Project Initiation Phase Discussion with Client/Owner Determine Project Success Evaluate Cost/Schedule/Scope Prepare Expectations Matrix Project Monitoring and Controlling Phase Reevaluate Expectations Matrix
  • 25. Expectations Management Matrix Measures of Success Max or Min Constrain Accept Cost Schedule Scope Whitten & Bentley (2007)
  • 26. Expectations Management Matrix Moon Landing Measures of Success Max or Min Constrain Accept Cost $20 billion (estimated) Schedule Before 12/31/1969 Scope Land man on moon Return safely to earth
  • 27. Expectations Management Matrix London Olympics Measures of Success Max or Min Constrain Accept Cost 贈2.4 billion (initial) 贈9.3 billion (revised) Schedule Before 7/27/2012 Scope Construct facilities Construct transport.
  • 28. Expectations Management Matrix Changing Priorities Measures of Success Max or Min Constrain Accept Cost Schedule Scope Budget Cuts
  • 29. Managing Client Expectations Dont say no to changes; say yes, but Educate client Develop formal change request process Enforce adherence to change control process
  • 30. Agenda Project Management Project Failures Managing Project Variables Managing Client Expectations Change Management Challenges / Solutions
  • 31. CM vs Project CM Change Management Organizational Level Migration to new process/service/product Occurs near the end of a project cycle Project Change Management Project level Modification to project variables Occurs throughout project
  • 32. Project CM Process Requested Submit Change Change Review Request Yes Adjust Approved? Variables No Inform Integrate Client Change
  • 33. Change Order Form Tracking Data Change Specifications Changer Order ID Change Description Date Anticipated Benefits Project Name Anticipated Goals Customer Contact Budget Phone (email) Project Impact Summary Budget Difference Schedule Difference Approval / Date
  • 34. Change Order Form Offer as a template to project stakeholders Consider database/spreadsheet for tracking Addresses all project variables Scope/Functionality Budget Schedule Requires both client and project approval May require supporting documentation Revised project schedule Revised budget spreadsheet More formal and detailed change request document
  • 35. Change Management View project management as constant communication and negotiation Plan for change Establish formal change control system Create change control board (CCB) Use effective configuration management Define procedures timely decisions on smaller changes Use reporting to identify and manage change Use project management software to communicate change Focus on leading project team and meeting overall project goals and expectations Schwalbe (2007)
  • 36. Value of Change Question value of change Justify additional budget and schedule? Similar evaluation to project selection Maintain focus on the goals for the project Is change aligned with project goals? Does change interfere with project goals? What are the benefits of the change? Functionality Political
  • 37. Agenda Project Management Project Failures Managing Project Variables Managing Client Expectations Change Management Challenges / Solutions
  • 38. Challenges to PCM What challenges do you face implementing project change management? Establishing initial project variables Gaining acceptance on affect of changes to project Formalizing a project change management process Managing scope/feature creep
  • 40. References Gale, S. (2011). Failure rates finally drop. PM Network, 25(8), 10-11. Project Management Institute (2008). A guide to the project management body of knowledge (4th ed.). Newtown Square, PA: Author. Schwalbe, K. (2007). Information technology project management (5th ed.). Boston, MA: Thompson Course Technology Whitten, J.L. & Bentley, L.D. (2007). Systems analysis and design methods (7th ed.). New York, NY: McGraw-Hill Irvin. Winters, F. (2002). The top 10 reasons projects fail. Retrieved from http://www.projectmanagement.com/ articles/ 147229/The-Top-10-Reasons-Projects-Fail