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Jan 19, 20062

How to Rescue Sick Projects

Frank Howard, PMPTRSC/Robbins-Gioia, LLC703 767-1220

Frank.Howard@robbinsgioia.com

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What is a Sick Project?

A Project that can not seem to get started A Project that is breaching thresholds

– Over cost– Over budget– Under performing

A Project that is being deserted by stakeholders

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Should We Rescue this Project?

Is the function still needed? Are there still sponsors? Do we have the time/resources to help? Is recovery possible?

If not,

Put the project out of its misery!

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How can we rescue these projects?

Approach the problem like a doctor! Collect project’s vital signs Form a diagnosis Prescribe a treatment Monitor progress Adjust as necessary

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Vital Signs

Basic measures of health– Cost– Schedule– Performance

Stakeholders– Expectations– Circumstances

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Symptoms

Where does it hurt?– Cost – Schedule– Performance– Operations and Maintainability– Stakeholders

Expectations vs. Reality

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Diagnosis

Core project causes– Vaulted expectations – Poorly defined requirements – Loss of baseline– Uncontrolled costs– Uncontrolled schedule

Poor/missing management Combinations of the above

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Vaulted Expectations

Double speak– White lies

Tomorrow is new day The sky is the limit It slices, it dices, . . . it does windows! I know that you don’t care, but . . .

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Poorly Defined Requirements

Ambiguous Not testable Not documented Not sponsored Unachievable Unnecessarily complex

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Requirements

An agreed upon set of needed testable functions

Stakeholder Buy-in

Testable through:TestDemonstrationSimilarityInspection

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Loss of baseline

Contract baseline – Casual direction Technical baseline – Uncontrolled changes Functional baseline – Stakeholder creep Test baseline – Problems upon problems

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Uncontrolled Costs

Cost multipliers– Uncontrolled baseline changes– Administrative confusion– “Club Program Office” travel– We can go faster, farther, higher, lower, bigger,

smaller . . . .– It will just take a little longer

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Poor/Missing Management

No processes No decisions Tyrannical Bureaucratic bottlenecks Go with the flow Consensus rules

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Baseline Control Tools

Contract baseline – Contracting Officer Technical baseline – Change Control Board Functional baseline – Change Control Board Test baseline – Structured testing

– Functional Configuration Audits – Physical Configuration Audits

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Cost Control Tools

Cost controls– Earned value management processes– Specific spending limits, no exceptions– Program Office discipline – Performance based reimbursement– Restricted travel, each trip and traveler justified– How good is enough?

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Managed Expectations

Say what you mean– No sugar coatings

Keep your promises Limit project to achievable goals Don’t oversell goals Obtain Stockholder buy-in

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Management

Use management tools– Risk management– Earned Value management

Cost performance baseline Integrated Master Schedules

– Configuration management– Communications management

Identify and track management metrics Accept the responsibility for failure Use structured testing techniques

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Treatment Strategies

New Program Plan Start with the simple solutions Monitor results closely and frequently

– Inch-Stones– Instill schedule and cost discipline in all project

participants Recognize success Make failure distasteful

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How do we determine treatment?

Realistic assessment of current project status– What is possible?

Compare current status to expectations– Is the “possible” enough in the interim

Identify all gaps– Develop logical plan to fill gaps after project is

back on track Learn the “Art of the possible”

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What is the treatment?

The “Art of the possible” A realistic course of action

– Expectation Management Crawl before you walk Each Small step is a big thing

– Effective use of management tools Risk Management Earned Value Management

– Cost Performance Baseline– Integrated Master Schedules

Configuration Management Communications Management

– Get Stakeholder buy-in before you implement

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Monitor Treatment Progress

Implement treatment Keep your finger on the pulse Frequent reports to all stakeholders

– Generate enthusiasm for small steps– Integrate Stakeholders into the solution

Claim success upon success– Realistic Cost, Schedule, and Performance baselines– It Pays to Advertise

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Release Project into Normal Management Processes

The program is healthy when it has:– A documented achievable plan– Is demonstrating successes– Shows competent Management oversight– Has a satisfied stakeholder base

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Take Aways

Primary areas of failure– Vaulted expectations – Requirements definition– Baseline control– Cost control

Primary remedies– Strong consistent management control– Realistic program goals, met on time, within cost

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Any Questions