PROJEKTE SCHEITERN

BPUG – Frankfurt Montag, 17. Februar 2014 Torsten J. Koerting @TorstenKoerting

Projekt Krisen und TurnArounds erfolgreich managen

Torsten J. Koerting Twitter: @TorstenKoerting www.torstenkoerting.com www.projectyzer.com XING: www.xing.com/profile/Torsten_Koerting Mail: torsten.koerting@gmail.com Tel.: +49(0) 172 372 3759

PROJECTS

DO FAIL

1ST POLL PROJECTS DO FAIL Ich habe schon einmal einen Turnaround im Projekt erlebt Ich habe schon einmal in einem gescheiterten Projekt mitgearbeitet Ich war Projektleiter eines gescheiterten Projektes

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1ST POLL – RESULTS PROJECTS DO FAIL

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STUTTGART 21

TOLL COLLECT

EVERY 3RD PROJECT FAILS

© GPM Studie 2006

DUE TO VARIOUS REASONS

© GPM Studie 2006

BOTTOM LINE ...

It’s all about the START Good stuff, as you cant change that Once your are in the project It’s all about the PEOPLE Good stuff, so lets focus on them and our self It’s all about the COMPLEXITY Good stuff, lets reduce it and learn how to manage crisis along the way

DO NOT LOOK FOR PATTERNS

✗ A GIVEN

YOUR PROJECT ?

2ND POLL

WORAN SCHEITERN DEINER MEINUNG NACH PROJEKTE IN ERSTER LINIE? Die technischen Anforderungen sind zu hoch Die fachlichen Anforderungen sind nicht klar Die Werkzeuge im Projektmanagement funktionieren nicht

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2ND POLL – RESULTS WORAN SCHEITERN DEINER MEINUNG NACH PROJEKTE IN ERSTER LINIE?

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Wenn Projekte kopfstehen und klassisches Projektmanagement versagt

Roger Dannenhauer, Torsten J. Koerting, Michael Merkwitza www.TURNAROUNDPM.com

START WITH WHY !

Why You need to deal with TurnAround’s, Crisis and potential failures all the time ! Get ready and be prepared

How The tools and approaches that I think are relevant and appropriate to deal with it

What What exactly you need to do in your specific situation is totally

up to YOU

TURN AROUND & CRISIS A DEFINITION A Project or a major Deliverable that in a specific point in time might or will have a severe slippage in Time to deliver, on Money spent or in Quality achieved.

WHEN IS IT A TURN AROUND OR A CRISIS ?

HERE ?

HERE ?

OR HERE ?

THE 5 PHASES OF A TURN AROUND

Recognize

Analyze

Stabilize

Transform

Sustain

AND WHY SHOULD YOU CARE ? A) a TA can be small or BIG B) small TA’s in a row C) TA’s could become huge waves D) TA’s could multiply across hierarchies

YOU CONSTANTLY

HAVE TO DEAL WITH

TURN AROUNDS

‚Hope is not a method !‘ Gordon R. Sullivan

#IMPULSES to be able to deal with a TurnAround

THE 5 PHASES OF A TURN AROUND

Recognize

Analyze

Stabilize

Transform

Sustain

PHASE 1 RECOGNIZE

Running well, Early Warning Signs, Sensing, Focus, Motivation, Excuses, Symptoms, Ironie,

Euphory, No real Progress, Settled State, Green or Yellow

EARLY WARNING SIGNS

EARLY WARNING SIGNS

THE 5 PHASES OF A TURN AROUND

Recognize

Analyze

Stabilize

Transform

Sustain

PHASE 2 ANALYZE & QUICK WINS

Influence from the Outside, Increased Activity, Fear, Keep Calm and Keep Calm and Keep Calm,

Understand your Project & Beast, Analyze and apply Measures, Establish Core Team and plan your TurnAround

KNOW YOUR PROJECT

WWW.TURNAROUNDPM.COM/PROJECT-SQUARE/

MIND-SET

DAMAGE

PROJECTOFFER TARGET AUDIENCES PEOPLE (INTERN & EXTERN)

KEY RESOURCES

BENEFIT

collaborative focused Preserve

interests

Travelers

Local

residents

Various Interest groups

Aiport

$$$

Lots of

skilled people External partners

Land

Construction

supply

Damaged habitat

Noise

3 vs 1 airport

Shorter transition

June 2013

CONSTANTLY ANALYZE

THE 5 PHASES OF A TURN AROUND

Recognize

Analyze

Stabilize

Transform

Sustain

PHASE 3 STABILIZE

Hope and Spirit of optimism, Trust and Relationship Building, Norming, Scope / Time / Quality Adjustements

set, New Plan and new Approach, Consistent Project Management without excuses

KNOW YOUR PEERS

•  Impulse Key Question •  YOU – in the middle •  Bubble – Stakeholder Group or Person •  Size of Bubble – Size of Group •  Distance – Importance of Group / Person •  # of Lines – Intensiveness of Communication •  or - Bad or Good Relationship

... AND YOUR STAKEHOLDERS

Influencing

Supportive

PROCESSES THAT FIT YOUR PURPOSE AND NOT THEIR DUTY

ì +

î −

✗ ✗

THE 5 PHASES OF A TURN AROUND

Recognize

Analyze

Stabilize

Transform

Sustain

PHASE 4 TRANSFORM

Cooking with Gas, Focus on Outcome and Project Target, Small Adjustments, People Focused, Mind-Set Change,

Strong Communication, Sense of Achievement, Self Responsibility

FOCUS ON THE ROOT CAUSE NOT THE SYMPTOM

✗

✓

Roger Dannenhauer www.rogerdannenhauer.com XING: www.xing.com/profile/Roger_Dannenhauer Mail: rd@rogerdannenhauer.com Tel.: +49(0) 160 96635566

INTERACTION ROOM

PHASE 5 SUSTAIN

TurnAround achieved, Proudness, Self-Confidence, Making sure to not run into the same Pitfalls again, Lessons Learned, retain Knowledge and

Mind-Set , establish Systematic

PROTOTYPING PROCESS ... LEAN STARTUP -> ERIC RIES

Build

Measure

Learn

IN TA SITUATIONS IT COULD LOOK LIKE THIS ...

Sense

Reflect

Apply

WWW.TURNAROUNDPM.COM/PROJECT-SQUARE/

Geistes-Haltung

Schaden

Projektauftrag Zielgruppen Menschen (intern & extern)

Schlüssel Ressourcen

Nutzen

DAS ZIEL

Der Project Square – im Gegensatz zur klassischen Project Charter – hilft Organisationen und Projekten, gemeinsame, strukturierte, konkrete und taktisch getriebene Diskussionen über neue oder bestehende Projekte, Programme oder Portfolios zu führen. Das Hauptziel des Project Square ist es, den Blick der Menschen von den Details auf den Kern des Projekts zu lenken.

DIE AUFGABE ...

1)  Gruppen bilden max 5 Personen 2)  Project Square suchen 3)  Projekt wählen 2 Minuten 4)  Project Square füllen 15 Minuten 5)  Geschichte erzählen 5 Minuten

‚Consistent Project Management without excuses !‘

Torsten J. Koerting

3RD POLL

TURNAROUND Ich kann die Inhalte dieses Vortrags in meinem Job gebrauchen Ich würde gerne tiefer in das Thema einsteigen

Turnaround ist Blabla. In Wirklichkeit hängt alles nur von den Leuten ab, die ich im Projekt habe

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3RD POLL – RESULTS

TURNAROUND

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START WITH WHY !

Why You need to deal with TurnAround’s, Crisis and potential failures all the time ! Get ready and be prepared

How The tools and approaches that I think are relevant and appropriate to deal with it

What What exactly you need to do in your specific situation is totally

up to YOU

‚If you are going through hell, keep on going !‘

Winston Churchill

QUESTIONS

?

THANK YOU JOIN OUR COMMUNITY ENGAGE GET INVOLVED SHARE IDEAS WWW.TURNAROUNDPM.COM

Picture Credits •  Dreamliner - http://www.flickr.com/photos/jnsabino/759303928/ •  Dreamliner2 - http://www.flickr.com/photos/kentaroiemoto/6888463206/ •  Suttgart21 - http://www.flickr.com/photos/schockwellenreiter/5768610893/ •  Elbphilarmonie - http://www.flickr.com/photos/katjato/7840532620/ •  TollCollect - http://www.flickr.com/photos/internationaltransportforum/7135653915/ •  ChannelCrossing - http://www.flickr.com/photos/87079797@N02/8009685958/ •  BER - http://www.flickr.com/photos/captain_die/8066311249/ •  Pattern - http://www.flickr.com/photos/scarygami/5620339694/ •  Gordon R. Sullivan - www.ausa.org - Executive Leadership •  Early Warning Sign - http://www.flickr.com/photos/hugosimmelink/2252095723/ •  Storm - http://www.flickr.com/photos/84346589@N00/3947024319/ •  Simon Sinek - www.ted.com •  Aepfel - http://www.flickr.com/photos/laserrush123/6041628205/ •  Churchill - http://www.flickr.com/photos/cstm-mstc/3082707918/ •  Churchill2 - http://www.flickr.com/photos/jesterg42/462264627/