5 Immutable Principles of Project Success (V2)

7/29/2019 5 Immutable Principles of Project Success (V2)

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ForumSafran 2013

5 Immutable Principles ofProject Success


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Making the Impossible Possible, Kim Cameron and Marc Lavine, 2006

Lessons learned from the cleanup of Americas most

dangerous Nuclear Weapons Plan


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4

1

2 3 4 5


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Four Quadrants of Improvement Guidedby the Abundance Approach

Collaborate Create

Control Compete


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Long Term Flexibility for Change New

InternalMain

tenance

Culture Type: CLAN Culture Type: ADHOCRACY

Externa

lPositioning

Orientation: COLLOABORATE Orientation: CREATE

Leader Type:

Facilitator

Mentor

Team builder

Leader Type:

Innovator

Entrepreneur

Visionary

Value Drivers:

Commitment

Communication

Development

Value Drivers:

Innovative outputs

Transformational

Agility

Theory of

Effectiveness:

Human development

and high commitment

produce effectiveness

Theory of

Effectiveness:

Innovativeness, vision,

and constant change

produce effectivenessCulture Type: HEIRARCHY Culture Type: MARKET

Orientation: CONTROL Orientation: COMPETE

Leader Type:

Coordinator

Monitor

OrganizerLeader Type:

Hard driver

Competitor

Producer

Value Drivers:

Efficiency Timeliness

Consistency and

Uniformity

Value Drivers:

Market share

Goal achievement

Profitability

Theory of

Effectiveness:

Control and efficiency

with capable processes

produce effectiveness

Theory of

Effectiveness:

Aggressively competing

and customer focus

produce effectivenessIncremental Stability Control Fast


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1. What Does DONELookLike?

2. How Do We Get to DONE?

3. Is There Enough Time,Resources, And Money To

Get to DONE?

4. What Impediments Will Be

Encountered Along TheWay to DONE?

5. What Are The Units Of

Measures For Progress To

Plan for each Deliverable?

All Successful Projects Provide Credible

Answers To These 5 Questions

7Performance-Based Project Management, Copyright Glen B. Alleman, 2012, 2013


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What Does Done Look Like?

Develop a list of features or deliverables

and describe the technical requirements

for each of these deliverables

Develop the interdependencies between

these deliverables

Develop a set of Needed Capabilities withMeasures of Effectiveness and Measures

of Performance


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Done Provides the Capability to Do Something

19 October 1899 Robert Goddard decided that he wanted to "fly without wings" to Moon.


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How Do We Get to Done Ontime and Onbudget?

Make a schedule for all the work to be

performed

Define packages of work for all the

activities with deliverables defined as

exit criteria

Link the Significant Accomplishment andAccomplishment Criteria vertically First

and then link the Work Packages

horizontally


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The schedule tells us the order of the planned work


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The Schedule Shows Progress To Plan

Deliverables represent the required mission

capabilities and its value as defined by the business

and shared by the contractor team.

When all deliverables and their Work Packages are

complete, they are not revisited or reopened.

They are 100% done.

The progression of Work Packages defines the

increasing maturity of the deliverables.

The mission value of the deliverables to the customerincreases as Work Packages are completed.

Completion of Work Packages is represented by the

Physical Percent Completion of the deliverables.

Either 0%/100% orApportioned Milestones are used

to state the completion of each Work Package.

Mission

Capabilities

TechnicalCapabilities

Work Packages

Deliverables


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Vertical traceability ACSAPE

Horizontal traceability WPWPAC

Progr am Deliverables

Define the maturityof a Capability at a point intime.

Signi f icant Acc ompl ishmentsRepresent requirementsthat enable Capabilities.

Acc omp l ishment Cri ter ia

Exit Criteria for the WorkPackages that fulfill Requirements.

Work

Package

Work

Package

Work

Package

Work

Package

WorkPackage

Work

package

Work

Package

Work

Package

The Schedule Connects Work to Deliverables


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Do We Have The Resources To Reach Done?

List the needed staff and materials for the

project.

Assign these staff and materials to thework packages

Estimate the cost of the staff and

materials and the impact of this varianceon the total project cost and delivery

schedule


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We need the right people, with the right skills, at the

right cost, at the right time to have any hope of

project success


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What Are The Impediments To Reaching Done?

Make a list of risks and rank them by

priority.

Assess impact on cost and schedule foreach risk and the dependencies of these

risks on external and internal drivers

Assess the probability of occurrence andthe probabilistic impact on cost and

schedule impact, cost of handling, and

cost of the residual risk after handling


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Risk Reduction Activities


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How Do We Measure Our Progress Toward Done?

Describe the outcomes of the work effort

using language the customer understands

Assign Technical Performance Measuresto the Deliverables

Assign Measures of Performance,

Measures of Effectiveness, KeyPerformance Parameters, and Integrate

these throughout the project


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Measures Physical Percent Complete


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The Core Problem in Project Management

Risk Register is the source of all variance analysis

Corrective actions needed to KEEP IT GREEN

Risk Retirement planning starts with the Risk Register

Our goal is to provide actionable information to the

PM used to engage the contractor in a fact based

discussion about program performance.

Unmitigatedrisk is the primary source of

Unanticipatedgrowth in the

Estimation at Complete

Rick Price, Senior Manager, Procurement and Subcontract Management Master Planning, Lockheed Martin, Denver, CO


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We Must Reveal The Root Causes Of Program

Performance Impacts

Unrealistic Performance Expectations,

missing Measures of Effectiveness, and

Measures of Performance

Unrealistic Cost and Schedule estimates

based on inadequate risk adjusted

growth models

Inadequate assessment of risk and

unmitigated exposure to these risks

without proper handling plans

Unanticipated Technical issues without

alternative plans and solutions to

maintain effectiveness

Cost and

Schedule

Impacts

TheLenso

fthePerformanc

e

As

sessment


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The Five Principles Of Project Success

What does done look like?

How do we get there?

Are there enough resources?

What are impediments to progress?

How do we measure progress?


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This is What DONELooks Like

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5 Immutable Principles of Project Success (V2)

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