1

The Goldilocks Solution: Getting It Just Right

Jan Asbjornsen, SCPMprogram manager, Law & Corporate AffairsStarbucks Coffee Company

2

Goldilocks SolutionHave you heard of the Goldilocks principle?

Something must be within a certain range rather than extremes. Getting something just right

Medication: the right doseEconomics: a sustained economic growth of moderationAstronomy: a planet must be within a certain range of a star and galactic center to support life

305/02/23 3

Goldilocks SolutionWhat does Goldilocks have in common with a PMO/portfolio/program/project management professional?

Ability to address a situation in a manner that is just right: not too much or too littleLearning from experience how to “right size”

3

405/02/23 4

Goldilocks SolutionSo, how can the “Goldilocks Solution” support your life in this world? Let’s take a look……

4

“Words of Wisdom” To Contemplate

5

605/02/23 6

“Words of Wisdom”Quote from senior executive: am I going to need a degree from MIT to understand your presentation?Can you make your point in 25 words or less or at least on no more than one page? KISP – Keep It Simple Please

If your listener has to ask you multiple times for a definition of a term you use, you might want to stop using it

6

705/02/23 7

“Words of Wisdom”, cont’dQuote from customer: are you here to help us or just prove how brilliant you are?Know the WIIFM (what’s in it for me) for all stakeholders Quote from executive: am I really going to care about this next month, next year……….

7

805/02/23 8

“Words of Wisdom”, cont’dDefining what is out of scope can be more important than what is stated as in scopeFailure can live in unexpressed assumptionsPerfect can be the enemy of good (or good enough)

8

905/02/23 9

“Words of Wisdom”, cont’dDon’t assume that management knows the details of the work their teams perform. If you need details, ask the people who do the workIs anything dire going to occur if this doesn’t happen? Keep things in appropriate perspectiveIf you’re an executive, know that many people will hear your “can you get this done by May 30th” question as a demand, not a question 9

1005/02/23 10

“Words of Wisdom”, cont’dQuick explanation of the difference between risks and issues: an egg sitting near the edge of a table is a risk; the egg that has fallen to the floor is an issueOrg change management is critical to success: no matter how incredible the product you deliver is, if the receiver doesn’t understand how to integrate it into their work and why it is important, it is probably worthless

10

Things to Consider ForGetting It “Just Right”

11

1205/02/23 12

Things to ConsiderAssess the working environment. What is the PMO/ Portfolio/ProgM/PM maturity level of the:

Organization LeadershipTeamCustomerOther resources and stakeholders

Is your purpose to execute/support the company/department strategy, just get work done, or other 12

1305/02/23 13

Things to Consider, cont’dAre everyone’s (leadership, team, customer, you) expectations clearly aligned, if not what can you do

Who is determining the final “value” of your work and are his/her expectations aligned

What is the priority of the following elements: scope, schedule, cost, quality

Who is making this decision and who can change it

13

1405/02/23 14

Things to Consider, cont’dWhat objections/obstacles/constraints are you likely to encounter? Be prepared to overcome them, if possibleHave roles & responsibilities been clearly defined. Are you sure?

14

1505/02/23 15

Things to Consider, cont’dHow much ambiguity exists in your organization, processes, resources, goals, objectives, etc.:

Can you counter itHow will you manage it

Note: studies show that in the absence of relevant information, people will act as though there is no information and decision making deteriorates

15

1605/02/23 16

Things to Consider, cont’dWhat is the process and hierarchy of decision making?

Who gets their say and who gets their way?

Save yourself time and pain: review lessons learned from previous, similar work:

If a document is not available, askLook for: potential assumptions and risks, and successes to repeat

16

1705/02/23 17

Things to Consider, cont’dEstablish success factors at the beginning

How will each be measured

Have all impacted stakeholders been identified? Ask everyone possible Ensure that all stakeholders know the WIIFM (what’s in it for me)

17

1805/02/23 18

Things to Consider, cont’dWho is your audience for what

Have you considered their perspective What language do they speak: technical, marketing, call center, supply chain, legal, construction …….How can you relate/adjust the language you usually use for tools/deliverables/etc. to your audience

Example: The Project Charter is my contract with you

Audience segmentation for targeted message delivery 18

1905/02/23 19

Things to Consider, cont’dWhat is the hierarchy of communication: who needs to know what, when, and howPeriodically check for understanding. Written communications can be misinterpreted and people miss information given in meetings

Send at least decisions and action itemsDon’t assume people heard you the first timeRepeat, repeat, repeat…early & often! 19

2005/02/23 20

Things to Consider, cont’dAre there enough human resources with the right allotment of timeDo the available human resources have the right skills? If not, what can be done - reprioritization of work, contract resources, etc.Are there enough material resources? What do you need and who will pay

20

2105/02/23 21

Things to Consider, cont’dDo you have a way to assess when you’ve exceeded your organization’s “capacity” (people, budget, time, other resources…..)How does your customer and team view risk management: a benefit or something negative? How will you make it a positive notion

21

2205/02/23 22

Things to Consider, cont’dIs there an established methodology

If not, what processes, tools, templates, etc. will be usedIf yes, what is required/what is not/what is nice to haveWhat will you do differently for technical vs. non-technical work

What has a higher priority in your environment: being true to the academics of the methodology or practical application

22

2305/02/23 23

Things to Consider, cont’dSimple Timeline

23

2405/02/23 24

Things to Consider, cont’dSimple Swimlane Diagram

24

2505/02/23 25

Things to Consider, cont’dSimple Portfolio

25

# SPA Owner Resource(s) Project/Activity Name Start Finish 30 7 14 21 28 4 11 18 25 2 9 16 23 30 6 13 20 27 3 10 17 24 3 10 17 24 31 7 14 21 28 5 12 19 26 2 9 16 23 30 7 14 21 28 4 11 18 25 1 8 15 22

1

2

3

4

5

6

7

8

9

10

13

12

L&CA BUSINESS MANAGEMENT PORTFOLIO

SEPTMAY AUGQ4 FY14Q3 FY14

JULYAPR JUNE

KEY - FY 14

Projects

Annual ActivitiesSupport/Maintenance Activities

ProgramsL&CA InitiativesUnplanned Work

OCTQ1 FY14

NOV FEBJANQ2 FY14

MARDEC

2605/02/23 26

Things to Consider, cont’dWhat level of budget management is expected and needed

Are budget tracking mechanisms/reporting available

Have sustainment activities, appropriate handoffs, and responsibilities been included in the planWhat kind of reporting will be needed by whom and when

26

2705/02/23 27

Things to Consider, cont’dWho is responsible for organizational change management

Who and what will be impacted by the results of the project and how will you ensure that it is being addressed

Are you able to change course (or influence the change) at the first sign that the ship is taking on water

27

2805/02/23 28

Things to Consider, cont’dDo you have a strategy for supporting emotional intelligence on your team, with your customers, etc.

Anticipate what could cause emotional responses from whom and diffuse it before it happensIf it happens, think about how you will respond

28

2905/02/23 29

Things to Consider, cont’dSince people generally remember less than 25% of the initial training they receive, what else can be done to increase retention ongoingHow can you flex your style, deliverables, etc. to accommodate the needs of the business while optimizing your expertize How are you recognizing and celebrating successes

29

3005/02/23 30

Things to Consider, cont’dIs a professional PM managing the program/project? If not, what is the impact and what accommodations can be made Is the PMO manager managing projects? Is it appropriate for your environment and the project

30

Summary

31

3205/02/23 32

Summary At the end of the day, will you be viewed as someone who provided significant value and got it “just right”,

orWill you be viewed as someone who was just messing with their stuff?

32

3305/02/23 33

Summary

33

3434

The End

Q&A A two page checklist is available

Contact:Jan Asbjornsen, SCPMjasbjorn@starbucks.com 206-318-1346