Art of the Project StartArt of the Project Start

Eddie Merla, PMPeddiemerla@duendepm.com

Duende Project Management Services

Presented at PMI South Florida Professional Development Day, May 1, 2009

ObjectivesObjectives

U d t d th f t f f l• Understand the factors for a successful project start.

• Understand the hard and soft skills required for more effective project starts.

• Learn to develop powerful presentations p p pto get your project off to the right start.

TopicsTopics

• Faulty starts• Successful starts

• Art of the hard skills • Art of the soft skills• Art of the soft skills

• Art of the presentation

• Seven-step approach

What Makes a Start Faulty?What Makes a Start Faulty?• Failure to obtain executive approvalFailure to obtain executive approval• Failure to obtain funding

Missed vision or objectives• Missed vision or objectives• Faulty expectations• Unrealistic objectives• Loss of businessoss o bus ess• Damaged relationship

Why Do Project Starts Fail?Why Do Project Starts Fail?• Poor conceptp• Weak justification• Poor presentation• Poor presentation• Lack of financial understanding• Lack of communications• Lack of understanding the businessg• Lack of understanding project

managementmanagement

Powerful StartsPowerful Starts• Obtain approval• Secure executive support• Define clear expectationsDefine clear expectations• Lead to successful projects

L d t t b i• Lead to repeat business• Strengthen relationships

Art of the Hard SkillsArt of the Hard Skills• Project Management Knowledge• Knowledge collection and integration• Stakeholder analysis• Clarification of triple constraints• SWOT analysis• ROI analysis• Analysis of assumptions, constraints and risks y p• Templates and toolkits

Project Management Knowledge

• Knows how to “Begin at the Ending”g g• Sells that “Failing to Plan is planning to

Fail”Fail• Emphasizes scope and scope control

E li t li t i b ildi li ti l• Enlists client in building a realistic plan• Introduces concept of risks and risk

impacts• Introduces a project methodology and j gy

controls

“They call it coaching but it isThey call it coaching but it is teaching.” Vince Lombardi

9

Knowledge Collection and Integration

• Environment• Organization• Industry• Industry• Clients of the client• Product• Politics• Getting things done

Stakeholder AnalysisStakeholder Analysis• Identify all stakeholdersIdentify all stakeholders• Identify champions, advocates,

supporters critics doubters saboteurssupporters, critics, doubters, saboteurs, non-committedP i iti t k h ld• Prioritize stakeholders

• Evaluate motives & plan responses“K f i d l d“Keep your friends close, and your enemies closer.” Sun-Tzu

Clarification of Triple Constraints

• Start with and communicate theStart with and communicate the basics:

Scope– Scope– Time

Cost– Cost• The project start is where control begins

“E thi h ld b d i l ibl“Everything should be made as simple as possible, but not simpler.” Albert Einstein

SWOT AnalysisSWOT Analysis

Strengths Weaknessesg

Opportunities Threats

SAMPLE - SWOT ANALYSISStrengths Weaknesses

Management Support Inconsistent approval processManagement SupportSufficient FundingExpert Engineering SkillsAdvanced Technology

Inconsistent approval processLanguage issues on the teamLack of a consistent methodologyConstrained resourcesgy

Advanced Project Management skillsExperienced StaffKnowledge of the client

Opportunities Threats

Market Demand continues to increaseOpportunity to promote company Opportunity for add-on business

Harsh ClimateStiff competitionRising cost of fuelpp y g

ROI AnalysisROI Analysis• Return on Investment with purposeReturn on Investment with purpose• Understand the system to justify projects

Ai f l t t t• Aim for completeness not exactness• Understand the Total Cost of Ownership

(TCO)• Understand how best to present the p

numbers• Don’t forget the non-financial benefitsDon t forget the non financial benefits

Assumptions, Constraints & Risks

• AssumptionsAssumptions– If you assume, write it down

Every assumption has an element of risk– Every assumption has an element of risk• Constraints – understand what’s

ti bl d h t’ t ( t bnegotiable and what’s not (may not be a constraint)

• Risks – identify major risks upfront and potential impacts

Templates and ToolkitsTemplates and Toolkits• Start with what’s worked beforeStart with what s worked before• Consider if you need new tools or

techniquestechniques• Templates/tools for:

Proposal document, project charter, funding,stakeholder analysis, Cost/benefit analysis, scope, schedule, costs, executive summary…more

Art of the Soft SkillsArt of the Soft Skills• Sponsor’s champion• Extension of sponsor’s• Extension of sponsor s

organization• Gets things doneGets things done• Solves problems• Delivers• Delivers• Takes the heat• Builds relationships• Builds relationships

18

• Develop Vision • Communicate

VisionI t iInitiating • Interview

• Facilitate meetings

Initiatingmeetings

• Negotiate• Write• Make

D i iInitiating Decisions• Persuade

Initiating

• Present• Sell• Actively ListenInitiating y• Actively

QuestionInitiating

VisionVision

“Before beginning a hunt, it is wise to ask g gsomeone what you are looking for before you begin looking for it.”

Winnie the Pooh– Winnie the Pooh

VisionVision

• Keep Vision clear and simple• Keep Vision clear and simple• Less is more powerful• Powerful visions provide leadership• Well constructed vision statements lead

to:– More effective project startsp j– Controlling project themes– Opportunities to close effectivelyOpportunities to close effectively

“I believe that this nation should commit itself to achieving the goal,commit itself to achieving the goal, before this decade is out, of landing a man on the Moon andlanding a man on the Moon and returning him safely to the Earth.”

John F. Kennedy, May 25, 1961

Neil Armstrong steps onto the lunar surface on July 20, 1969.

SMARTER VISIONSMARTER VISION• SpecificSpecific• Measurable

Achievable• Achievable• Realistic• Time-bound• Explosivep os e• Responsive

Barriers to Effective Soft SkillsBarriers to Effective Soft Skills

• Listening skills • Emotional statusListening skills• Culture• Intelligence

Emotional status• Authority or position• Common senseIntelligence

• Knowledge base• Language

Common sense• Gender• Attraction/Repulsion• Language

• Situational status• Attraction/Repulsion

Art of the PresentationArt of the Presentation

Great Project Proposal + Poor Presentation =Lost opportunitypp y

Poor Project Proposal + Great Presentation =A ChanceA Chance

Great Project Proposal + Great Presentation =A “Win”

The 4PM FormulaThe 4PM Formula

• 4 strategies to overcome anxiety4 strategies to overcome anxiety• 4 P’s

– PurposePurpose– Preparation– Passion– Perseverance

• Magic

4 Strategies4 Strategies

• Understand the fearUnderstand the fear• Visualize

R b th• Remember the message• Prepare

The First “P”: PurposeThe First P : Purpose

• General PurposeGeneral Purpose– Inform

Persuade– Persuade– Inspire

S ifi P (Vi i )• Specific Purpose (Vision)

The Second “P”: PreparationThe Second P : Preparation

Know your audience• Know your audience• Content• Organization• DeliveryDelivery

– Gestures– Vocal VarietyVocal Variety– Pauses

The Third “P”: PassionThe Third P : Passion

“When you set yourself on fire, people love to come and see you burn.” - John Wesley

The Fourth “P”: PerseveranceThe Fourth P : Perseverance

PerseverancePerseverance

• ProcessProcess• Continuous improvement

F db k & E l ti• Feedback & Evaluation• Observation• Learn from your failures

The “M”: MagicThe M : Magic

• Lead your projectLead your project …– Find your voice.

Find your voice• Find your voice …– Serve your project.

• The “Magic Zone”

A Seven Step ApproachA Seven Step Approach1) Capture the vision2) Define scope, schedule and budget3) Define the approach (how)3) Define the approach (how)4) Enroll key stakeholders5) P k th l5) Package the proposal6) Prepare to deliver7) Win the business

Closing ThoughtsClosing Thoughts

• Keep it SimpleKeep it Simple• Have a Vision

“Bli k” M l l Gl d ll• “Blink” - Malcolm Gladwell• Basics – Lou Holtz• Continue to learn

Contact InformationContact InformationEddie Merla, PMP

Duende Project Management Services

www.duendepm.com+1 713 408 6751+1-713-408-6751

eddiemerla@duendepm.com