LEAST-SQUARES REGRESSION 3.2 Least Squares Regression Line and Residuals.
Defining Success - PMIH · Defining Success 8 •Numbers 1-9 only used once in each row, column,...
Transcript of Defining Success - PMIH · Defining Success 8 •Numbers 1-9 only used once in each row, column,...
Scott Scheufler
Defining Success
Scott Scheufler
Pre-Test: “What is Success?”
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X . O
. X O
. . .
Pre-Test, Question 1
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What’s your next move?
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Pre-Test, Question 2 The below is an image from a game at http://www.sudoku.com/. What does it mean to “win”?
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Pre-Test, Question 3
The below equation is the best representation of a physical system. Solve.
16.235 × 0.217 × 5 = ?
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Thoreau
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Pre-Test, Answer 3
The below equation is the best representation of a physical system. Solve.
1) 16.235 × 0.217 × 5 = 20
2) 16.235 × 0.217 × 5.0 = 18
3) 16.235 × 0.217 × 5.00 = 17.6
4) 16.235 × 0.217 × 5.000 = 17.61
5) 16.235 × 0.2170 × 5.0000 = 17.615
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http://www.purplemath.com/modules/rounding3.htm
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Pre-Test, Answer 2 The below is an image from a game at http://www.sudoku.com/. What does it mean to “win”?
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• Numbers 1-9 only used once in each row, column, and each of the nine unique 3x3 squares
• All squares filled in in less than some set period of time.
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X . O
. X O
. . .
Pre-Test, Answer 1
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What’s your next move?
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Moral of the Pre-Test
Zig Ziglar: “The first step in solving a problem is to recognize that it does exist.”
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Will Mcavoy: “The first step in solving a problem is recognizing there is one”
https://www.goodreads.com/quotes/899843-the-first-step-in-solving-a-problem-is-recognizing-there
https://www.brainyquote.com/quotes/zig_ziglar_617848
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Goals for this Presentation
• Help audience recognize the need for themselves.
• Outline causes for issues
• Walk through approaches to address
• Plant the seeds so audience can apply material to their personal lives
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Picasco
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Question
• Is meeting project objectives sufficient for “success”?
• Is meeting project objectives necessary for “success”?
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What makes it hard to know?
1. Stakeholders don’t know.
2. Stakeholders are unable or unwilling to tell.
3. The world changes.
4. Sometimes “success” is relative.
5.
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Actions to Take…
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Remember the quotes from the end of the pre-test?
You are not alone
1 Cor 10:13 MSG) No test or temptation that comes your way is beyond the course of what others have had to face.
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Don’t be afraid to ask
• What does success look like for this project?
• How can this project shine?
• What would make this project exceptional?
• Try to ask all stakeholders separately.
• Dig deeper: 5 Whys or similar investigative process
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Reflect what you understand
• If the project does X, it would be considered a success?
• The project will be successful when it has delivered Y.
• Occasionally, it will be appropriate to skip asking and not reflect, but tell and handle correction if required.
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Probe (ask refining questions)
• What would happen if the project were delayed a month?
• Would the project still be a success, if …?
• Assuming there are degrees of success, where is the cutoff or opportunity for next level?
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Repeat (periodically)
• I just wanted to verify we are still shooting for …
• Since we last spoke, has anything changed that should prompt an alteration in the project?
• It has been a while since we aligned, is our (finish date, scope, cost, etc.) still correct?
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Is project success synonymous with project manager success?
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Einstein
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Applying to your personal life
• Who are your stakeholders in defining your personal success?
• Success is a long-term thing, but you will need short-term victories as well.
• When should “goals” be re-assessed?
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Addendum
• I have additional material, but wanted to pause here before continuing in case we are short on time.
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The skipped cause of difficulty
• Sometimes there is no way to succeed.
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Patton
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How to fail
• Fail well
– Communicate early and often
– Don’t blame/excuse; explain
– Maximize what is beneficial
– Stop the bleeding
– Help team preserve self-assurance/dignity/face
• If possible, negotiate new success
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Churchill
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Edison
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Q & A
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Thank you for coming!
• Speaker: Scott Scheufler, PE, PMP, CSM
• Phone: (713)496-2262
• E-mail: [email protected]
• LinkedIn: www.linkedin.com/in/scottscheufler/
• Website: www.ScottScheufler.com
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