Success mgt client april 12 (2)

ProjectSuccessMethodology (PSM)

Roy Dunster

+27 83 661 6522

[email protected]

Would you spend 1 – 2% of the cost of a project to ensure that it is successful?

• In your experience:– How many large projects finish on time?

– What is the cost impact if they don’t (eg of just 1 extra week x 20 people)?

– What is the damage to relationships?

– What is the damage to reputations?

Copyright Roy Dunster

Successful project delivery comprises more than just “on-time and on-budget”

Projects go through changes and the challenge is to keep the Client and Consulting Team working together throughout its evolution.

Projects go through changes and the challenge is to keep the Client and Consulting Team working together throughout its evolution.

Political / Social / Economic /

Technological factors

Scope changes

Different expectations of

Client / Consultants

Difference between Client wants and

actual needs

New info that becomes available

as the Project progresses

Project Team's ability to deliver

Traditionally:Traditionally:

But project delivery is affected by, amongst other things,…

But project delivery is affected by, amongst other things,…

In reality, a more accurate definition would be:

In reality, a more accurate definition would be:


Especially on large complex projects with teams from different companies, project teams focus on “what they need to do”

• Their focus is very operational– This is completely understandable in terms of:

• Trying to keep a project team comprising different cultures and skills on track• Working within tight deadlines• Trying to ensure good delivery

• The ProjectSuccessMethodology (PSM) provides support to help the Client and the Project Team work together– The focus is on “why they need to do it” – i.e. less operational / more

strategic


The PSM’s specific focus areas are Benefits Realisation, Success Management and Project Metrics

Ensure that there is a common understanding between the Client and the Consulting Team of what the project must deliver

Ensure that there is a common understanding between the Client and the Consulting Team of what the project must deliver

Benefits Realisation: Benefits Case


Facilitate an objective means for both parties to give feedback about the state of the project and we provide recommendations about how to deal with concerns

Facilitate an objective means for both parties to give feedback about the state of the project and we provide recommendations about how to deal with concerns

Success Management: What the parties (Client

and consultants) need to do to execute the Benefits

Case



Case

Project Metrics establish a quantitative method for assessing the real progress of the ProjectProject Metrics establish a quantitative method for assessing the real progress of the Project

Project Metrics: Driven by required

deliverables


deliverables

Benefits Realisation and Success Management are seldom done in a consistent, repeatable way. Also, our experience is that, while some form of Project Metrics usually exists, it is often

based on subjective measurement tools.

Benefits Realisation and Success Management are seldom done in a consistent, repeatable way. Also, our experience is that, while some form of Project Metrics usually exists, it is often

based on subjective measurement tools. Copyright Roy Dunster

Experience shows that our focus areas are outside the scope of many Project Management Offices

Common understanding of•What the end result “looks” like•The benefits it will provide•The possible constraints to achieving the desired benefits

Common understanding of•What the end result “looks” like•The benefits it will provide•The possible constraints to achieving the desired benefits



•Tracking tools to ensure that the whole project’s deliverables are focused on achieving the agreed benefits•Post mortem to ensure they have been delivered•Incorporation into individual KPIs (if required)

•Tracking tools to ensure that the whole project’s deliverables are focused on achieving the agreed benefits•Post mortem to ensure they have been delivered•Incorporation into individual KPIs (if required)

Establish:•A commonly understood “language”•Communication channels•Methods for managing risk•An early warning system for deterioration in relationships

Establish:•A commonly understood “language”•Communication channels•Methods for managing risk•An early warning system for deterioration in relationships



Case



Case

Tracking tools to monitor:•The parties’ happiness with progress•Confidence in the project’s success•Whether each side is helping to guarantee success (e.g. on-time delivery / signing off documents within the required timeframes)

Tracking tools to monitor:•The parties’ happiness with progress•Confidence in the project’s success•Whether each side is helping to guarantee success (e.g. on-time delivery / signing off documents within the required timeframes)

•Validate that the project has progressed as far as the project team believes it has

•Validate that the project has progressed as far as the project team believes it has


deliverables


deliverables

Tracking tools to confirm that Actual project progress is in line with Planned progress

Tracking tools to confirm that Actual project progress is in line with Planned progress

... ...


The methodology is Scorecard based

This means we:• Set Baselines / Targets and track Actuals for all measures to identify

trends• Graph data outputs for easy interpretation• Ensure we have leading indicators to enable us to predict success

and / or problems• Use traditional Balanced Scorecard dimensions (Financial, Internal

Processes, People and Customers / Business Partners) for both Benefits Realisation and Success Management

Our approach enables us to track the things which are central to the success of the project.Our approach enables us to track the things which are central to the success of the project.


Defining the offering


Benefits Realisation: Ideally, this would go through 4 main phases. However, in the real world, the Benefits Case is likely to be developed at the beginning of the project (rather than in a pre-project phase)

Benefits CaseBenefits CaseIncorporate measures in

individual KPI’s

Incorporate measures in

individual KPI’s

Activate all measures and track

Refine targets / baselines as

necessary

Activate all measures and track

Refine targets / baselines as

necessary

Pre-project / project start-upPre-project /

project start-up Duration of projectDuration of projectImmediate post

projectImmediate post

projectOnce project is bedded down

Once project is bedded down

Project BSC to track progress towards achieving benefits

Project BSC to track progress towards achieving benefits

Benefits Case Scorecard updated for

post implementation

Benefits Case Scorecard updated for

post implementation

Decision to go ahead

Track measures and celebrate achievements / take corrective

action if needed

Track measures and celebrate achievements / take corrective

action if needed

Create basic BSC to note that benefits will not

only be Financial

Create basic BSC to note that benefits will not

only be Financial

Review against original business case

An important part of our Benefits Realisation approach is the identification of Quick Wins that can be achieved during the project, and to celebrate them when they are reached.

An important part of our Benefits Realisation approach is the identification of Quick Wins that can be achieved during the project, and to celebrate them when they are reached.


Success Management: In effect, this combines stakeholder tracking with high level risk management

StakeholdersStakeholders

Senior ClientSenior Client

Client (Project Team)

Client (Project Team)

Consulting Co. Management

Consulting Co. Management

Consulting project teamConsulting

project team

VendorsVendors

The project is only likely to be successful with the input, buy-in and confidence of the stakeholders. It’s important to measure these, rather than simply assume that our stakeholder

management efforts are successful.

The project is only likely to be successful with the input, buy-in and confidence of the stakeholders. It’s important to measure these, rather than simply assume that our stakeholder

management efforts are successful.

Identify what we need from each stakeholder group in order to make the project successful (e.g. their confidence, co-operation, involvement, etc)

Identify what we need from each stakeholder group in order to make the project successful (e.g. their confidence, co-operation, involvement, etc)

Measure and track their attitudes and behaviour, taking into account the Project Life Cycle and the Cycle of Change

Measure and track their attitudes and behaviour, taking into account the Project Life Cycle and the Cycle of Change

Some of the greatest risks to the project come from people not doing what they say they will, and from key stakeholders losing confidence that they will be satisfied with the final delivery


Project Metrics: These provide a quantitative, visual way of tracking progress. The essence is to compare Target vs Actual deliverables

Back to Control Panel Back to SheetView Next Steps

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Actual Baseline 1 Baseline 2 31/03 Target

SDP1Baseline Target Deliverables,

before it was agreed that that the stream or entire project needed to

be extended. Reasons could include poorly defined scope, or Client requests to include more

work

Revised Target Deliverables

Actual Completed Deliverables

ExampleExample

If there is a gap between Target and Actual deliverables, the team needs to understand why and what impact this will have on dependent streams and the project as a whole.

If there is a gap between Target and Actual deliverables, the team needs to understand why and what impact this will have on dependent streams and the project as a whole.


The status of all three parts of the offering will be summarised on dashboards, like this one for Project Metrics

It’s important to understand that the goal of using the tool is not necessarily to make every measure “Green”. Rather it’s to understand why things are the way they are and only then take the required

corrective action.

It’s important to understand that the goal of using the tool is not necessarily to make every measure “Green”. Rather it’s to understand why things are the way they are and only then take the required

corrective action.

View Next Steps

Date: 25-Jul-2008

Code Measure A Status Code Measure A Status

SDP1 Architecture Andrew 3 SDP11 System Testing Kathryn 2

SDP2 Business Analysis Bob 3 SDP12 User Acceptance Testing Liz 3

SDP3 Change Management Cara 2 SDP13 # Activities on Critical Path completed Mark 3 green = target and above

SDP4 Data Migation Dean 2 … … … 1 red = less than 80% of target

SDP5 Development Stream 1 Evelyn 1 … … … 1 orange = between 80% and 99% of target

SDP6 Development Stream 2 Francis 3 … … … 1

SDP7 Project Management Office / Overall Performance Gary 2 … … … 1

SDP8 Reporting Helge 3 … … … 1

SDP9 System transition Ian 3 … … … 1

SDP10 System Design John 3 … … … 1

Code Measure A Status Code Measure A Status

SH1 Maximum time for deliverable sign-off Walter 1 LI1 # Critical Change Requests still open Neil 3

… … … 1 LI2 Maximum time to resolve a critical defect Peter 2

… … … 1 LI3 Maximum time to resolve a high impact defect Rob 3

… … … 1 LI4 # reopened defects Sam 3

… … … 1 LI5 # known errors with Release Trevor 3

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… … … 1 … … … 1

… … … 1 … … … 1

… … … 1 … … … 1

… … … 1 … … … 1

Project Metrics Dashboard ExampleGoal: To successfully complete the project on time

Stream Deliverable Progress

Leading Indicators - Stream

Stream Deliverable Progress

Leading Indicators - Development


The example is for tracking one large Programme. If the Client is involved in several smaller projects, these could be grouped and then tracked like the streams on this slide – i.e. one dashboard will give

an overview of all the projects

Our approach


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We see projects split into PreProject, Scoping and Delivery phases

CP2Control Point (CP) 1

End of scoping

Project kick-off

Project initiation

Project wrap up

CPn

PreProjectPreProject ScopingScoping DeliveryDelivery

Draft BR Scorecard

Project Vision

Benefits Case

AuditAudit AuditAudit AuditAuditAuditAudit

Draft Metric Dashboard

Draft Success Dashboard

Deliverables in the PreProject / Scoping phases help ensure that the project is set up for success while the Audits identify good / bad areas and provide recommendations on how to

deal with them.

Deliverables in the PreProject / Scoping phases help ensure that the project is set up for success while the Audits identify good / bad areas and provide recommendations on how to

deal with them.

•Control Point (CP) Audits provide a method of quantitatively monitoring the delivery phase•Reports and recommendations follow each Audit•Action can be taken as soon as a problem is detected

•Pre-defined tools used for Scorecard / Dashboard data gathering•Quantitative approach gives the potential to benchmark progress with other, similar projects

•Pre-defined tools used for Scorecard / Dashboard data gathering•Quantitative approach gives the potential to benchmark progress with other, similar projects


Our deliverables in each phase are defined…

Phase Benefits Realisation Success Management Project Metrics

Pre-project Initial work on Benefits Case

Scoping

Complete Benefits Case in the context of the Balanced Scorecard framework

Definition of Success / Failure

Articulated Project Vision StatementIdentify actions to be taken during

Project to mitigate risk (e.g. Communication Plan, etc)

“Deliverables” and Early Warning Indicators defined and identified

Build Benefits Realisation DashboardBuild Success Management

DashboardBuild Project Metrics Dashboard

Agree on benefits that can be realised during the Project (Quick Wins) and those to be achieved after the end of

the Project

Agree on data gathering tools (e.g. questionnaires and how to complete

them)

Agree on process to gather Project Metric data (i.e. Project Plan / Stream

Lead interviews)

Baseline and set Targets for Dashboard

Control Points

Gather Actuals data and update Dashboard / Scorecard. Compare with Baselines and Targets

Report and Recommendations

Project Wrap Up

Benefits Realisation Report Recommendations, specifically on how

to incorporate Benefits Realisation Measures into individual (Client) KPIs

Success Management Report and Recommendations for next Project or

Phase

Project Metric Report and Recommendations for next Project or

Phase

Success mgt client april 12 (2)

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