Download - White Water PM 2016 March
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Whitewater Project Management: Surviving and Succeeding in the High-Stakes Rapids of Complex, Accelerated Projects
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Today’s adventure begins at noon, Central
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Welcome to UW-Madison Engineering Professional Development (EPD)
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Thanks for Letting Me be Your Guide on Today’s White Water Journey
Project management background Industry experience
• Consulting: environmental design• R&D: Argonne National Laboratory• Govt: Army Corps of Engineers
UW-Madison• Online Graduate Engineering Programs• Teach graduate project management
courses
Education B.S., Carnegie-Mellon U. M.S., Northwestern U. P.E.
You Can Help Make Today’s Adventure Interesting and Enjoyable
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Thanks!
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Our Goal: Make Today as Valuable as Possible for You
Explore reasons why projects most commonly fail
Present successful strategies for addressing those challenges
Engage your related questions and suggestions
Enable one practical take-awayfor each participant
We Learn Best When We All Add Insights and IdeasTodays’ Challenge Identify one practical take-away you plan
to use or explore further
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• Add * before take-away to distinguish from questions & comments
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Project Failure: Root Causes Lack of shared understanding and
commitment to project value
Inability to adapt to “project whitewater”
Wastes built into accepted project delivery practices
Ineffective communication and alignment among partners
Today’s Session Draws from Many Real PM White Water Journeys
Practicing engineers who live it daily 450 UW Master of Engineering
Management graduates Industry-experienced faculty Related project mgt. research
Our approach to meaningful, authentic education Collaborative, project-based learning with
immediate real-world application
Let’s learn with and from each other!
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Let’s Start by Clarifing a Few Definitions and Context
Projects: Unique, temporary efforts Deliverables & outcomes Schedule Resources
Are the means by which organizations implement strategy
Live in a context beyond control of project team
Consistent Project Success Remains Elusive
Source: PMI, The High Cost of Low performance, 2016
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Project Failure: Root Causes Lack of shared understanding and
commitment to project value
Inability to adapt to “project whitewater”
Wastes built into accepted project delivery practices
Ineffective communication and alignment among partners
“…all projects aim to reach a perfectly functioning product with geometric order. At the start, they may face great uncertainty – living order – that does not completely disappear … in an era of ‘permanent white water,’ the project as a whole does not assume geometric order until late in its life.”
Projects Live in “Permanent White Water”
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- Alexander Laufer, Mastering The Leadership Role in Project Management, p. 214.
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Modern, Fast-Paced Project Teams Must be able to Successfully Navigate White Water
Threatens survival of boat and team
Dangers can be hard to read
Always changing Requires agility Survival requires
effective teamwork
“The Martian” confronted white water on the arid plains of Mars
“At some point, everything’s going to go south on you. … Now, you can either accept that, or you can get to work. You have to solve one problem, and then solve the next problem, and then solve the next problem, and if you solve enough problems, you get to go home.”
- Mark Watney, Astronaut and Biologist
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Projects Implement Strategy
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Credit: Morgan, Levitt, & Malek, Executing Your Strategy
Who Are You?
What is the context?
Where are you going?
How will you operate it?
How will you build it?
What needs to be created?
Projects Translate Strategy into Action
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Stra
tegy
Mak
ing
Stra
tegy
Im
plem
enta
tion
What do you invest in?
Credit: Morgan, Levitt, & Malek, Executing Your Strategy
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Developing a Project Strategy is like Planning a Route through Challenging Rapids
Developing a Project Strategy is like Planning a Route through Challenging Rapids
Start at the end Identify last
required moveWork upstream to
beginning Identify key transitions Identify options Prepare team
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Keys to Navigating Project White WaterBuild and plan for agilityPlan and pull from the endExpect midstream adjustmentsProject value: the goal and
guiding principleAlign partner interests and
performance
Keys to Navigating Project White WaterBuild and plan for agilityPlan and pull from the endExpect midstream adjustmentsProject value: the goal and
guiding principleAlign partner interests and
performance
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Foundational Practices Build Organizational Agility
Credit: Capturing the Value of Project Management through Organizational Agility, PMI, 2015
A Lesson from HistoryAnyone know who Roald Amundsen is?
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Amundsen’s Strategy of Agility is Historic Success
Agility and the Northwest Passage The Challenge
Route unknown; challenging climate Constantly changing ice, shallow water
Failure by John Franklin, 1845-1848 Two large ships, 3-years’ provisions, crew of
128 Philosophy: Prepare, confront, conquer
Success by Roald Amundsen, 1903-1905 Smaller ship (70 ft, shallow draft, crew of 6),
limited provisions Engaged with Intuit culture, adopted caribou
fur clothing, learned to hunt seals and use sled dogs
Strategy emphasized and built agility of team
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Organizational Agility Produces Results
Source: Capturing the Value of Project Management through Organizational Agility, PMI, 2015
Keys to Navigating Project White WaterBuild and plan for agilityPlan and pull from the endExpect midstream adjustmentsProject value: the goal and
guiding principleAlign partner interests and
performance
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Value-Pulled Scheduling Increases Team Efficiency
Attention is a scarce resource
Your schedule should be worthy of the attention of team members
Design schedule process, communication, and use around needs of project team to enable project success
Critical path analysis can provide a measure of relative pull for competing project tasks
Strategic Compression Tackles Schedule Compression
Focus on tasks that reduce project duration Critical path analysis identifies targets
Narrow to opportunities with largest time per $ impact
Strategies Meaningfully engage entire team in
identifying opportunities Increase concurrency Increase assigned resources Incentives for early completion
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Keys to Navigating Project White WaterBuild and plan for agilityPlan and pull from the endExpect midstream
adjustmentsProject value: the goal and
guiding principleAlign partner interests and
performance
Phased Scheduling Facilitates Mid-Project Adjustments to Course Start with Master Plan with Major Milestones
Phase Window (typ. 3 months) Starts from completed set of work and moves backward to lay
out what needs to be done to get there
Look-Ahead Plan (typ. 3 weeks) Planning for materials, pre-work
Weekly Work Plan Each week commits to what should be done and can be done. Success measured in terms of meeting weekly commitments
Each level governed by reliable promising
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Agile Project Management Expects and Supports Change
Key Principles
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
“ … while there is value in items on the right, we value the items on the left more.”
Source: Beck et al., Manifesto for Agile Software Development, 2001.
Keys to Navigating Project White WaterBuild and plan for agilityPlan and pull from the endExpect midstream adjustmentsProject value: the goal and
guiding principleAlign partner interests and
performance
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Understanding Value in Design:Output Value v. First Cost
Credit: Mossman, Ballard, & Pasquire, 2010
Target Value Design Redefines Derivation & Application of Budget Traditional
Budget based on initial cost Design-based cost estimates determine budget
Target Value Design: Budget based on value (worth) Budget determines design
More than value engineering Latter is typically reactive scope reduction
Integrated design Collaborative design with early engagement of all partners Frequent estimating cycles to enable team to “own” the budget
from beginning to end of project
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Target Value Design: Target Values Drive Each Phase of Project
From Ballard, 2008
Keys to Navigating Project White WaterBuild and plan for agilityPlan and pull from the endExpect midstream adjustmentsProject value: the goal and
guiding principleAlign partner interests and
performance
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Align Partner Interests and Performance
Early, meaningful engagement by all
Shared vision of project value and success
Shared incentives
Build culture of reliable promising
Enabling and Supporting Clear Communication and Commitments
Reliable Promising
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Copyright 2014 CannonDesign and University of Wisconsin-Madison
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Thank you!
You are welcome to contact me for follow-up questions and comments
Wayne [email protected]