applying project management 20150210 @ ascc

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Applying Project Management Methods Peishen Wu, MD 2015.2.10 @ ASCC

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Applying    Project  Management  Methods

Pei-­‐shen  Wu,  MD  2015.2.10  @  ASCC

The Thought Behind

•  Three  emphasis  for  success  – A  self-­‐contained  framework  – RepresentaHve  examples  – Tools  &  Key  references  for  excepHon/extensions  

 •  Goal  is  to  make  quick  PM  deployment  possible  for  everyone  

What  is  a  project  anyway?

•  Project  vs.  OperaHonal  Management  

•  a  Project    –  Is  temporary,  Has  a  clear  Start  à  End  – No  SOP,  Rare  past  experience  – Deliverables  (Service,  Product)  

What  is  Management?

To  do  4  things  

• Planning  –  Making  steps,  Se[ng  goals/baselines  

• Organizing            –  Allocate  resource,  Define  roles  &  responsibility  

• Leading  –  Coaching,  MoHvaHng,  CommunicaHng  …  

• Control  –  compare  results  with  baselines,  find  cause

Not  one  for  all

•  Projects  differ  in  size,  facing  different  issues  •  AdministraHon  costs  

à Methods  be  tailored  on  a  case-­‐by-­‐case  basis  à Fortunately,  certain  concepts  remain  universal

Constraints  Scope  Time  Cost

People  Human  Resources  CommunicaHon

Procurement  

Stakeholders  Quality  

Risk  

Triple Constraints

Scope

Time

Project  IntegraHon

Cost

The Three Most Important

Things

• Scope    • Cost  &  Time    • People

How  to  do  Scope  Management?

1.  Collect  Requirements  2.  Define  Scope  – Work  to  do  – Not  to  do  – Define  what  to  deliver,  the  acceptance  Criteria  

3.  Subdivide  work  into  manageable  parts  –  Work  Breakdown  Structure  (WBS)  –  The  keyword  here  is  MANAGEABLE  

Work Breakdown Structure (WBS)

Arrow On Node (AON) Diagram

Determine Milestones &Baselines

Estimate Resources

AON x Time Resource =

Critical Path

AON x Resource x WBS =

Gantt Chart

How Milestones &Baselines

Leads to Control

?

The Link between Cost x Time =

Earn Value Management

Time

Work

Should be

Done Checked

At time point

Should work be

Should be

Done Checked

Estimated

Cost Actual

Spent

100

100

100

100

200

150

110

50

Should be Done

Checked Estimated Cost

Actual Spent

100

100

100

100

200

150

110

50

Should be

Done

Estimated

Cost

Planned Value

= 100 + 100 + 100 + 0 = 300

Should be

Done

Checked

Estimated

Cost Actual

Spent

Planned Value

Earned Value

Actual Cost

Planned Value

Earned Value

Actual Cost

100+100+100 = 300

100+100 = 200

200+110 = 310

Should Be Done

Checked

Estimated Cost

Actual Spent

Planned Value

Earned Value

Actual Cost

Should be Done

Checked Estimated Cost

Actual Spent

100

100

100

100

200

150

110

50

PV

EV

AC

100+100+100 = 300

100+100 = 200

200+110 = 310

Scheduled Performance Index

SPI = Planned

Value

Earned Value

PV

EV

AC

100+100+100 = 300

100+100 = 200

200+110 = 310

Cost Performance Index

CPI = Actual Cost

Earned Value

Cost Performance Index

CPI

SPI Scheduled Performance Index

At time T,

> 1 is good

Behind EVM: Two Different Things

Cost Performance

vs. Schedule Performance

• Scope    • Cost  &  Time    • People

Tools  from  PMP

•  CommunicaHon  matrix  •  Responsibility  assignment  matrix  (RACI)  

Communication matrix

RACI matrix

People, Human part

People

• Three  Steps  to  Create  Cultures  of  Contagious  Spirit  

•  Six  Rules  for  Building  Culture  •  Balancing  Three  Human  Intelligence  

Create Cultures of Contagious Spirit

• A  culture  of  Contagious  Spirit  • Demand  Authenicity  • Keep  the  number  one  thing  the  number  one  thing  

A  culture  of  Contagious  Spirit

•  Be  connected  with  People,  Inspire  them  with  work  •  What  employees  enjoy  doing?  •  What  moHvates  them  personally,  professionally?  

•  People  perform  opHmally  when  Trusted,  Supported  •  Having  friends  at  work  is  what  keeps  employees  engaged    >  more  important  than  good  relaHonship  with  the  boss

Demand  Authenicity •  Create  safe  environments  that  encourages  meaningful  conversaHons  

•  Establish  a  foundaHon  of  Trust  •  Transform  conflict  into  outcomes  

•  Non-­‐Violent  CommunicaHon  – Observe  ObjecHvely  without  Judgment/CriHcism  –  IdenHfy  the  feeling  evoked  – Connect  the  feeling  to  unmet  need  – Make  clear  request  for  help  to  meet  the  unmet  need  

Scenario

•  Coworker  rude  to  Customer  1.  Label  the  guy  as  being  rude  2.  Express  yourself  being  upset  by  the  behavior  

because  not  meeHng  the  need  to  treat  customers  with  respect  –  Analysis  of  the  feelings  with  the  Unmet  need  –  A  Simple  request  to  treat  customers  well  

Keep  the  number  one  thing,  The  number  one  thing

•  Make  everyone  aware  of  company’s  the  top  priority  

•  Get  everyone  focused  •  Share  vision  &  Strategy  not  annually,  but  ALL  THE  TIME

People

•  Three  Steps  to  Create  Cultures  of  Contagious  Spirit  

• Six  Rules  for  Building  Culture  

•  Balancing  Three  Human  Intelligence  

Talk  the  Talk

•  What  Counts?  Why  are  we  together?  •  What  are  we  trying  to  accompish?  

•  Leaders  are  trained  to  be  raHonal,  but  Employees  need  to  be  spoken  to  as  whole  human  beings  

•  Tell  true  stories  and  be  truthful  

• Walk  the  talk  – Embody  the  core  values  yourself  

• Be  successful  – Define  success,  Engage  success  

• Celebrate  Success  • Escort  Misfits  out  of  the  Tribe  • Drive  the  Culture  – Be  cognizant  for  everything  you  say  &  do  – Define  culture  acHvely  

People

•  Three  Steps  to  Create  Cultures  of  Contagious  Spirit  

•  Six  Rules  for  Building  Culture  

• Balancing  Three  Human  Intelligence  

Logic Emotion

Intuition

Ability to connect at heart so people feel safe, loved and enjoyed

Know what makes sense Plan processes to get things done

Ability to pick-up unspoken messengers and see the big picture

Key  is  to  balance  the  three

If  unnoHced,  we  tend  to  •  Convert  others  to  our  perspecHve  à  KING  MODEL  •  Or  kill  them  off  à  CONVERT-­‐OR-­‐KILL  paradigm  

this  UlHmately  leads  to  unbalanced  monocultures

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