Observe, Orient, Design, Act - OODA and Project Management

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Observe, Orient, Design, Act –OODA and

Project Management

Systems Technology Systems Technology Staffing (STS) Staffing (STS)

Bill Bolin, V. P. STS, LLCBill Bolin, V. P. STS, LLC With technical advice from Colonel Craig Baker, With technical advice from Colonel Craig Baker,

180180th th Fighter Wing Commander Fighter Wing Commander

STS

OODA – developed by military strategist and USAF Colonel John Boyd. Boyd applied the concept to the combat operations process often at the strategic level in military operations.

STS

McClaren uses OODA process to test new pieces of technology every 20 minutes. A new F1 race car can differ from those raced last year by as much as 80%.

OODA – Application Process

OODA / Project ManagementOODA / Project Management

A. Review the Development, Definition and Planning Process

B. Review the Implementation Process – Observe, Orient /Organize, Design / Control and Act - Close/Measurements

Technical

Public UseOffice Improvements


PROJECT PLANNING

•Project Definition - Observe

•Project Development - Orient

•Planning - Design

•Implementation - Act

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Four Key Points to a Project’s Success:

1. Goals and Objectives – Observe & Orient

2. Project Leader – Observe & Orient3. Schedule (time table) –

Design & Act4. Measurements (Budget) - ACT


12 Key Principles for a Project Manager:

1.Focus on the Goal and Objectives2.Monitor costs and schedules3.Communicate with the Project Team(s) – keep it visual4.Look for measureable successes along the journey to completion


12 Key Principles for a Project Manager:

5.Determine the Critical Paths and be decisive about direction and deliverables

6.Make sure an Action is fully defined and do it once, not multiple times

7.Ask for and obtain AUTHORITY; Responsibility comes with the territory, but without ……Failure!

8. Authority – without it the Project Manager will be weakened from the start


12 Key Principles for a Project Manager:9.Look for active participants and team leaders / members – not passive attendees

10.Realize that for lengthy projects they must be sold and resold, this is done verbally and in presentation format. Don’t rely solely on Status Reports.

11. Make sure Management is committed to the success of the Project!

12.Watch out for Creeping Commitments – where the project has a critical element, but the resources are too limited to complete it.

OODA / Project ManagementOODA / Project ManagementProject Plan Diagram – Beginning of a Project

Project

Development-Observe Implementation - Act

Definition – Orient Planning - Design

Goals / ObjectivesDesign

Identification

Organization

Matrix Manage.Finance

OperationsAdministration

Sales/Mktg

Organize - Orient Control Close &Measure

CostsScheduleTeams

Plan Approval

Scope ofWork

ScheduleCost/BeneBudgets

Status Rpt.Review

Critical PathAnalysis

AuditContract

Final Prep.

Goals vsAccomplish.

Metrics

A B

OODA / Project Management

Development - Observe, Orient

Definition

Definition of Goals and Objectives – with an explanation of why the Project is so Important

Design – is a foundation building block. It illustrates the projected flow, along with required resources

Identification – is where the company, departments, personnel, budget, outcomes and schedules are identified GAP Analysis - what is current : what is required.

Definition – becomes the Executive Summary in the Proposal Stage

VS


Development

Planning - DesignCosts – all costs to implement the project must be clearly described, along with cash flow commitments:

Contractor Costs, Software/Hardware/Maintenance Costs, Construction Costs, Employee Wages, General Expense Increases, Insurance, Other Capital items, etc.

Schedule – a detail schedule with Tasks/Activities, Responsibility, Estimated Start, Est. Stop, and identification of Critical Items

Teams – Teams and Team Members will be identified by Responsibility on the Schedule

You have now identified the Project, its Goals/Objectives, its Costs, its Schedule, its Resources and you are ready to obtain APPROVAL.


Implementation

Organize

Businesses are made up of several departments, each serving a particular function. If the Project is to be a company wide Project then Matrix Management will be required. For example, take the departments

below and Project Plan how you would include their participation:

Finance – Department head, team members and want to know INPUT / PROCESS / OUTPUTOperations _______________ ____________ _____ _________ _______Administration ______________ ____________ _____ __________ _______Sales/Mktg ______________ ____________ _____ __________ _______

And all other Departments included in the Project Implementation Process

ObserveOrient - Decide Act

OODA Loop


Implementation

Control

Scope of Work – this is a clear definition of what the Project will accomplish and how each step is required to meet the Goals and Objectives

Schedule - this is a timetable, identifying the Tasks, Responsibilities, Start and End Times

Cost/BenefitsBudgets - costs are identified in the Budget, Benefits are derived from the Return on Investment

Status Reports – typically there will be monthly / quarterly status reports to Executives (decision makers)Review they will Review the reports and this is where you could ask for recommendations.

Critical Path - the Status Reports will help identify any Critical Paths that need attention. SometimesAnalysis this means additional funding or resources. Regardless of impact – Management must

always be made aware of these situations. Every project will have a Critical Path.

TASK Assigned To Start Estimated Actual J F M A Ma Ju Jl Au S O N D Completion Comp. -------- ------------------ ------ ---------------- --------- - - - - -- -- -- -- - - - -


Implementation

Close &Measure

Audit - the most effective method of meeting Audit criteria is to know what is being measured and make sure the results are identified in the periodic Status Reports.

Contract - Although it rarely happens, towards the end of the Implementation phase is a good time to to review the Contract and/or Statement of Work. This review helps substantiate the results.

Final Preparation - A Final Status Report will wrap-up any contractual obligations and officially Close the Project’s Implementation, however, if this is a workable system it will always have

enhancements outside of the original Scope of Work.

Goals vs Accomplishments – This is the measurement piece. Not all Projects meet 100% of the Goals, but

the successful ones bring returns that reduce costs, and increase revenue.


A. Review the Development, Definition and Planning Process

B. Review the Implementation Process – Organize, Control and Close/Measurements

WHAT HAVE WE LEARNED?

Let’s use a Work-Breakdown- Structure

Project Management – Work Breakdown StructureProject Management – Work Breakdown Structure

Work Breakdown Structure #:

1.0.0 Task: Create a Demand Aggregation Plan

Est. Level of Effort: 40 hrs Owner: Project Manager

Resources Needed: Subject Matter Experts Work Products: Excel Worksheet

Description of Task: Development of a detailed project plan that lists all key resources, tasks, milestones, dependencies, and durations.

Input: • Arizona BB Map compared to Providers Maps, identify the real locations • SMEs from Providers, Communities, Businesses, Residents, Governments

Dependencies: • Approval of Plan • Approval of Budget

Risk: • Insufficient budget, Change Orders, Ordnances, Commitments • Resources for implementation, conflicts with implementation

WBS #: 1.1.0 Work Item: Make Budget

Est. Level of Effort: 20 hrs Owner: Project Manager

Resources Needed: CFO, CIO, Executive Sponsor Work Products: ITPR

Description of Task: Development and documentation of the project budget based on plan and resources.

Input: • Obtain expenses and capital for major milestones • Provide a timeline for each major milestone • Recruit SMEs

Dependencies: • Approval of Project Includes Budget, Timeline, Resources (human and materials)

Risk: • Budget is not adequate, Change Orders, Resource Commitment • Leadership must be solid

Project Planning - Work Breakdown StructureProject Planning - Work Breakdown Structure

STS

Project Name: Company, Agency, DepartmentProject Manager Date, Revision Number

TASK RESPONSIBILITY EST. START EST. STOP ACTUAL HOW MUCH DATE DATE COMPLETE

Planning Team Leaders mm/dd/yy mm/dd/yy mm/dd/yy$_______.___

Action Teams

Implementation Team Leaders mm/dd/yy mm/dd/yy mm/dd/yy$_______.___

Action Teams Incremental Planning

MeasurementsTeam Leaders mm/dd/yy mm/dd/yy mm/dd/yy

$_______.___ Action Teams

KEY TO SUCCESS: AUTHORITY TO SUCCEEDRESPONSIBILITY

EMPOWERMENT


Four Key Points to a Project’s Success:

1. Goals and Objectives2. Project Leader3. Schedule (time table)4. Measurements

(Budget)

STS

If one the Four Key Points aren’t followedexpect a form of Failure!


STS

STEM

Project Planning and execution is not limited to businesses, it can be deployed in Education,

Science, Manufacturing, and Services

Conclusion of OODA / Project Management

THANK YOUTHANK YOU

Bill Bolin, V.P. STS, LLC Bill Bolin, V.P. STS, LLC 480-563-8553480-563-8553

[email protected]@hotmail.com

Meeting Magic – Running a Meeting Meeting Magic – Running a Meeting

Project Management WorkshopAnd OODA Principles

Observe, Orient, Design, Act - OODA and Project Management

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