The document discusses managing a Thanksgiving dinner project on short notice. It uses this analogy to explain how to effectively manage a statement of work for an inherited project with tight deadlines and expectations. It emphasizes understanding stakeholder needs, defining requirements and deliverables, assessing and mitigating risks, and setting success criteria to guide the project to a successful completion.
The document discusses issues with estimation in software projects. It notes that traditional estimation approaches fail because they ignore uncertainty and complexity. While Agile aims to help with lighter estimation practices, there is still risk of falling into the same traps as traditional methods. The key problems are how estimates are used, with unrealistic targets, imposed deadlines, and lack of respect causing issues. Respecting uncertainty and using estimates appropriately is emphasized as important.
The document outlines a project management basics workshop that provides an introduction to project management concepts and techniques. The workshop covers key principles of project management, technical aspects like process groups and knowledge areas, and behavioral skills like effective communication and problem solving. Participants will learn project management fundamentals through exercises and apply them to mapping, initiating, planning, and leading mock projects.
This document discusses conducting effective meetings. It provides guidelines for establishing meetings, preparing for meetings, conducting meetings, improving meetings, and follow up after meetings. Some key points include establishing a clear meeting purpose and intended results, creating an agenda, identifying participants, and establishing logistics. The document also discusses establishing measurable meeting results to determine if a meeting was successful.
The document outlines 10 common reasons why projects fail: 1) poor planning and lack of clear goals, 2) inefficient documentation and tracking of progress, 3) poor leadership, 4) failure to set and manage expectations, 5) inadequately trained project managers, 6) inaccurate cost estimation, 7) lack of communication, 8) misaligned company culture or ethics, 9) competing priorities that drain resources, and 10) disregarding warning signs that a project may fail. Taking steps to avoid these issues such as thorough planning, clear documentation, strong leadership, proper training, accurate budgets, open communication, aligned values, and heeding signs of trouble can help projects succeed.
Pmp The Little Black Book Of Project ManagementEvelyn Tantuaco
The document is an introduction chapter from "The Little Black Book of Project Management". It discusses how defining the purpose, tasks, schedule, and budget of a project, as well as controlling the team, coordination, monitoring, and taking action are key to successfully managing projects. Projects differ from routine tasks in that they have specific goals and deadlines, involve related multi-department activities, and produce a tangible desired result.
A look at some of the methodologies that have shaped the direction of agile software development. We take a look at Lean Software Development (and the Toyota Production System), the Theory of Constraints and Systems Thinking.
10 Critical Aspects of IT Service Continuity to Protect Your Company's Digita...Jesse Andrew
This document discusses digital service continuity and IT service continuity management. It begins with definitions of key terms like disaster, critical events, and recovery time/point objectives. It then covers various support models for handling incidents from normal to major. Emergency planning processes and the role of IT service continuity across the service lifecycle are also examined. The document outlines different recovery options and discusses challenges of the cloud. It emphasizes the importance of automation and adequate tools to meet recovery time objectives.
This document summarizes a seminar on the human factor of project management. The seminar agenda includes introductions, insights into project management trends and the human factors that influence projects, examples and specifics. It also provides thoughts on creative thinking and vision from other authors. Insights are given into the project managers attending, including challenges they face and quotes they enjoy. The goal of the seminar is to look beyond tools and processes to understand what motivates successful project management performance.
The document describes Cap Gemini Ernst & Young's Accelerated Solutions Environment (ASE), which aims to accelerate business decision making and solution creation. The ASE brings together diverse stakeholders over 2-5 days to tackle problems faster than traditional methods, which can take 3-9 months. Key components include ensuring the right purpose, inputs, people, environment, facilitation and process. The ASE has been used in over 1,200 events across many industries.
This document provides a summary of 16 models from the MG Taylor modelling language. It begins by explaining that models can represent slices of reality or perspectives. It then provides brief 1-2 paragraph summaries of each of the following models: Scan Focus Act, Appropriate Response, Design Build Use, 5 E's of Education, Business of Enterprise, Creating the Problem, and 7 more models. Each summary highlights the key elements and applications of that particular model. The document emphasizes that models can provide different lenses for perceiving and designing systems and processes.
Five people at one computer? How can that possibly be productive?
While this seems like a reasonable question, it's not easily answered - until we begin to understand the power of flow.
Mob Programming grew from the quest of one team to learn how to work well together. Once we started We almost immediately noticed that working this way provided better results in a variety of ways:
We were getting more done, and they were the more important thing
The quality of our work was increasing dramatically
Our Knowledge, skills, and capabilities were improving rapidly
And all while we were having a lot of fun as well!
While we noticed these benefits and more, and it was clear this was in a large part due to working well together throughout the day - we didn't have an understanding of why this was working so wonderfully for us.
A hint came early on when we recognized we were achieving a one-piece flow - but we didn't realize the importance of this until we started exploring the meaning and power of "flow".
In this presentation, we'll share the results of that exploration, and see if we can get a better understanding of Mob Programming and the power of flow.
More details:
https://confengine.com/agile-india-2019/proposal/8275/mob-programming-and-the-power-of-flow
Conference link: https://2019.agileindia.org
This document provides an introduction to fundamentals of project management. It defines what constitutes a project, including that projects are temporary endeavors with defined start and end times undertaken to achieve unique goals. The document outlines key project features like objectives, resources, life cycles, and risks. It distinguishes projects from programs and defines project management as planning, controlling, and executing projects to ensure successful delivery. Benefits of project management include improved chances of achieving goals, prioritized resource use, and increased customer satisfaction.
The document discusses the Accelerated Solutions Environment (ASE), an innovative method for solving complex problems faster and achieving sustainable implementation. The ASE approach brings together relevant stakeholders in a creative environment to simultaneously develop solutions through an iterative process. This ensures high-quality decisions based on broad acceptance. The ASE can significantly accelerate implementation by engaging participants in active solution design and reducing potential resistance. The document outlines the ASE process, environment, team, and indications of when it is useful to employ the ASE method. Clients comment that the ASE delivers fast, realistic solutions with broad alignment and commitment to implementation.
تتحدث هذه المحاضرة عن العصف الذهني
Brainstorming
وهي أداة يتم استخدامها بغرض تجميع أكبر قدر ممكن من الأفكار لحل مشكلة أو تطوير منتج أو خدمة.
قمت في هذه المحاضرة بتعريف العصف الذهني او ال
Brainstorming
وشرحت أسباب اللجوء لهذه الأسلوب ووضحت أنواعه الموجودة.
قمت بعد ذلك بتوضيح خطوات العصف الذهني او ال
Brainstorming
متطرقا لأنواع متخصصة من العصف الذهني او ال
Brainstorming
يتم استخدامها في أحوال خاصة.
انتقلت بعدها لشرح استخدام تحليل باريتو عمليا في عمليات إدارة المشاريع وهي 6 عمليات يمكن فيها الاستفادة من تحليل باريتو فيها وعمليات تحليل الأعمال ( 15 عملية ) موزعة على دليل تحليل الأعمال من ال
PMI
( عمليتان) ودليل تحليل الأعمال من ال
IIBA
( 13 عملية ) وتم توضيح كيفية تطبيق ذلك في في التحليل الرباعي
SWOT
وفي إعداد الخطط الاستراتيجية.
It project management infamous failures, classic mistakes, and best practicesMahyar Teymournezhad
This document discusses IT project management failures, classic mistakes, and best practices based on research analyzing 99 IT project retrospectives. Some key points:
- McDonald's $1 billion "Innovate" project in 2001, their most expensive IT project, failed before launch due to issues like unrealistic scope and lack of senior management buy-in.
- Common classic mistakes fall into four categories: people, process, product, and technology. Process and people mistakes were most frequent.
- Best practices to avoid failures include thorough planning, risk management, quality assurance, and using accurate estimating techniques like historical data. Proper stakeholder engagement and having the right project sponsor are also important.
Retirement Plans Under Attack by Plan Participants and Government Agencies: A...Human Capital Media
The document provides information about an upcoming webinar, including details about listening to the audio and accessing resources. It states that a dial-in number will not be provided and listeners should use their computer speakers or headphones. Frequently asked questions are answered, noting that the presentation slides and recording will be available afterwards and certification may be obtained. The webinar introduction then provides background about the presenter before beginning the presentation on retirement plan risks and regulatory compliance strategies.
100 lessons learned for project managersLuis Olaya
This document provides 100 lessons learned for project managers based on the experiences of a retired project manager from NASA's Goddard Space Flight Center. Some key lessons include: know the people working on your project so you understand weaknesses; most managers succeed through the strength of their staff; reviews are for helping the people being reviewed learn, not the reviewer; mistakes are okay but failure is not so have contingency plans; and it's important to establish funding and schedule ground rules up front to help manage risks while pushing technological boundaries. Managing projects and people continues to require strong communication skills and understanding different motivations and perspectives.
Project Complexity: Understanding, Calculating and ReducingAfshin Ganjoo
How complex is your project? How do you calculate project complexity? How do you reduce project complexity? What level of experience does your project manager need to have to handle a certain level of complexity? These slides will help you answer these questions. The framework can be modified to fit any company culture.
This document outlines NASA's 7-step project management process presented by the NASA Safety Center. The 7 steps are: 1) establish a vision, 2) develop project success criteria, 3) apply backward planning, 4) use forward action planning, 5) identify metrics, 6) rely on the project team, and 7) communicate frequently. Each step is described in 1-2 sentences with an emphasis on establishing a clear vision and success criteria early, planning backwards and forwards, using metrics to track progress, relying on team members, and ensuring open communication. Real NASA projects are provided as examples to illustrate applying the 7 steps.
The document discusses business processes and process improvement. It describes Jack Pitney's background working in business process analysis and IT functions. It then provides an overview of key concepts in business processes, including defining a process versus a project, objectives of process improvement around effectiveness, efficiency and adaptability, and the 10 steps to business process improvement which include developing an inventory, mapping processes, applying improvement techniques, and driving continuous improvement.
Slides from a glass on personas I gave at General Assembly Melbourne.
Might not make a lot of sense without commentary next time i will record it i promise.
The 5-day training program provides an overview of its daily activities which are aimed at helping participants with their job search and career success. The schedule includes sessions on building self-marketing skills, networking, resume and cover letter preparation, mock interviews, and goal setting. The document also discusses concepts like emotional intelligence, dealing with fears, and using accomplishments to showcase value to potential employers during the hiring process.
What to Expect When Transitioning Into a PM Role by EverTrue PMProduct School
How to switch from engineering to product management job? What are the expectations vs. reality of the transition? What are the biggest challenges in the beginning of your PM career? This and more questions will be answered in this presentation given by Sarah Morgan from Evertrue. Enjoy!
The document summarizes the Toronto Product Management Association (TPMA) newsletter. It discusses the successful 2013 mentoring program between TPMA members and announces plans to continue the program in 2014. It highlights the benefits mentors and mentees gained from the program and encourages others to sign up for the 2014 program.
The document discusses organizational skills and time management techniques. It recommends prioritizing tasks, setting timetables, spending time wisely, enjoying free time, getting organized, breaking large tasks into smaller pieces, and adapting to change. Good organizational skills such as checking work, reserving time for assignments, and arriving on time can reduce stress and bring greater satisfaction.
We all know the feeling. The creeping sense of doom that our project is falling apart. The growing horror as we watch it unravel despite all our best laid plans. The moment of terror when we realize it’s well and truly dead.
All of us—whether we make launch plans or business plans, product plans or go-to-market-plans—have at least one skeleton in our closet. And it was most likely put there by one of these plan killers: poor alignment with corporate strategy, bad metrics or lack of understanding of the market.
Fortunately, this issue of Pragmatic Marketer provides practical tools and tips for addressing all three.
First, Bill Thomson walks us through creating a strategic product plan. Robert Boyd and our own Jon Gatrell talk about key metrics—how to measure everything from overall organizational strength to individual sprints. And finally, weaving it all together, is a real-life look at how Hubspot ensures its product launch plans succeed.
There are bone-yards full of good ideas that collapse during planning and execution. In this issue we help ensure your project isn’t one of them.
Happy reading,
Rebecca Kalogeris, Editorial Director
Flip the Script Friday - Working From HomeHeather Newman
Flip the Script Friday - Working from Home session - learning about all the different ways folks are connecting along with all of you. Talking Microsoft Teams, Zoom and WFH tips from me and Microsoft
Webinar: How to Shift into Product Management by Google PMProduct School
Main takeaways:
-Strategy for personal growth in a large organization
-Being a Product Manager for enterprise tech and cloud computing
-Growing from an engineering role to a product role
-Learning on the job in an unpredictable and fast-moving environment
Business process creative environment [repaired]KarynNarramore
The document discusses business process improvement and outlines 10 steps for improving processes, including developing a process inventory, mapping processes, estimating time and cost, applying improvement techniques, and driving continuous process improvement. It also provides examples of process mapping and modeling using BPMN notation. The goal is to examine and enhance administrative functions for greater effectiveness, efficiency, and adaptability.
Being a Remote Product Manager by Groupon Sr PMProduct School
Main Takeaways:
- Working with 3 engineering teams in 3 timezones
- Aligning with a wider international team
- Tools and techniques I use to work remotely
How to Prioritize and Own Your Time as a PM by Dia&CoProduct School
The document summarizes a presentation by Susan Threadgill on how to prioritize and own your time as a product manager. The presentation covers setting SMART goals, managing to-do lists by timeboxing and limiting items, avoiding hidden costs like unnecessary meetings and context switching, and saying "no" effectively to commitments that don't align with goals and priorities. The presentation provides examples and tips to help product managers focus their time on high-impact work.
This document provides guidance and tips for employees working from home during the COVID-19 outbreak. It covers setting up an effective physical and virtual workspace, staying connected with colleagues through communication and collaboration tools, managing time and well-being, and tips for managers to support their remote teams.
This document outlines the agenda and content for a business productivity workshop. The workshop encourages participants to invest in themselves and their businesses. It teaches strategies to prioritize tasks, manage information and communication more effectively, and eliminate time wasters. Participants learn to create action plans with clarity and focus to feel more productive and financially secure. They are given resources and checklists to continue implementing strategies after the workshop.
The document discusses effective time management based on Morgenstern's text. It describes the basics of time management, including working smart not hard by avoiding long hours that lead to burnout. It discusses prioritizing tasks based on importance and ease, using Maslow's hierarchy of needs, setting goals, and managing time as a limited resource. Processes are important to coordinate work across teams and maintain expectations. Projects require planning, risk management, and balancing scope, resources, and schedule.
This document provides guidance for employees on working from home during the COVID-19 outbreak. It offers tips on setting up a safe and productive physical and virtual workspace. It emphasizes the importance of staying connected to colleagues through communication, collaboration, and leading inclusive online meetings. Finally, it provides guidance on managing time and well-being while working remotely, including sharing availability, taking breaks, and the role of managers in supporting remote employees.
The document discusses productivity and punctuality. It defines productivity and lists ways to improve it such as providing the right environment, establishing clear goals, and regularly assessing metrics. It also discusses importance of punctuality and lists ways to improve punctuality such as being prepared, using reminders, and learning to say no. The document notes some common misconceptions about both productivity and punctuality.
Yuliya Keskin provides advice on how to successfully plan and organize events. She emphasizes the importance of thorough planning from the start, including budgeting, timing, logistics, and communication. Key aspects to focus on are understanding your audience, choosing a venue that meets their needs, creating activities to facilitate networking, and dedicating sufficient time and resources to planning, promotion, and content development. The overall message is that events require extensive preparation and a team effort to ensure they run smoothly and achieve their goals.
How to Keep Your Drupal Developers Happy and Inspired!Anne Stefanyk
Facts:
- Developers are the lifeline of the business.
- Open source software development is hard.
- It is unfortunately easy to take developer's work for granted.
In this session we will talk about common issues that lead to burnout and attrition. But most importantly we will talk about key tactics to keep your development (and all other staff) happy, inspired, creative and most importantly, part of YOUR team.
How to Ditch your Timeline Roadmap for GoodJanna Bastow
It's clear that timeline roadmaps cause all sorts of tension in product teams, and in this talk, Janna Bastow explains exactly why that is, and shows viable alternatives by looking at lean roadmapping methods and how to get your boss on board with them.
The document compares the operational complexity and costs of the Space Shuttle versus the Sea Launch Zenit rocket. [1] The Space Shuttle was designed for performance but not operational efficiency, resulting in costly ground, mission planning, and flight operations. [2] In contrast, the Zenit rocket was designed from the start to have automated and robust processes to keep operations simple and costs low. [3] The key lesson is that designing a launch system with operational requirements in mind from the beginning leads to much more efficient operations long-term.
The document provides an overview of project management and procurement at NASA. It discusses the key skills required for project managers, including acquisition management. It notes that 80-85% of NASA's budget is spent on contracts, and procurement processes are complex and constantly changing. The document outlines some common contract types and how they allocate risk between the government and contractor. It also discusses the relationship between contracting officers and project managers, and how successful procurement requires effective communication rather than direct control or authority.
The document introduces the NASA Engineering Network (NEN), which was created by the Office of the Chief Engineer to be a knowledge management system connecting NASA's engineering community. The NEN integrates various tools like a content management system, search engine, and collaboration tools. It provides access to key knowledge resources like NASA's Lessons Learned database and engineering databases. The NEN is working to expand by adding more communities, engineering disciplines, and knowledge repositories.
Laptops were first used in space in 1983 on the Space Shuttle, when Commander John Young brought the GRiD Compass portable computer on STS-9. Laptops are now widely used on the Space Shuttle and International Space Station for tasks like monitoring spacecraft systems, tracking satellites, inventory management, procedures viewing, and videoconferencing. Managing laptops in space presents challenges around cooling, power, and software/hardware compatibility in the harsh space environment.
Laptops were first used in space in 1983 on the Space Shuttle, when Commander John Young brought the GRiD Compass portable computer on STS-9. Laptops are now widely used on the Space Shuttle and International Space Station for tasks like monitoring spacecraft systems, planning rendezvous and proximity operations, inventory management, procedure reviews, and communication between space and ground via software like WorldMap and DOUG. Managing laptops in space presents challenges around hardware durability, cooling, and software/data management in the space environment.
This document discusses the use of market-based systems to allocate scarce resources for NASA missions and projects. It provides examples of how market-based approaches were used for instrument development for the Cassini mission, manifesting secondary payloads on the space shuttle, and mission planning for the LightSAR Earth imaging satellite project. The document finds that these applications of market-based allocation benefited or could have benefited from a decentralized, incentive-based approach compared to traditional centralized planning methods. However, it notes that resistance to new approaches and loss of managerial control are barriers to adoption of market-based systems.
The Stardust mission collected samples from comet Wild 2 and interstellar dust particles. It launched in February 1999 and encountered Wild 2 in January 2004, collecting dust samples in aerogel. It returned the samples to Earth safely in January 2006. The spacecraft used an innovative Whipple shield to protect itself from comet dust impacts during the encounter. Analysis of the Stardust samples has provided insights about comet composition and the early solar system.
This document discusses solutions for integrating schedules on NASA programs. It introduces Stuart Trahan's company, which provides Earned Value Management (EVM) solutions using Microsoft Office Project that comply with OMB and ANSI requirements. It also introduces a partner company, Pinnacle Management Systems, that specializes in enterprise project management solutions including EVM, project portfolio management, and enterprise project resource management, with experience in the aerospace, defense, and other industries. The document defines schedule integration and describes some methods including importing to a centralized Primavera database for review or using Primavera ProjectLink for updates, and challenges including inconsistent data formats and levels of detail across sub-schedules.
The document discusses NASA's implementation of earned value management (EVM) across its Constellation Program to coordinate work across multiple teams. It outlines the organizational structure, current target groups, and an EVM training suite. It also summarizes lessons learned and the need for project/center collaboration to integrate schedules horizontally and vertically.
This document summarizes a presentation about systems engineering processes for principle investigator (PI) mode missions. It discusses how PI missions face special challenges due to cost caps and lower technology readiness levels. It then outlines various systems engineering techniques used for PI missions, including safety compliance, organizational communication, design tools, requirements management, and lessons learned from past missions. Specific case studies from NASA's Explorers Program Office are provided as examples.
This document discusses changes to NASA's business practices for managing projects, including adopting a new acquisition strategy approach and implementing planning, programming, and budget execution (PPBE). The new acquisition strategy involves additional approval meetings at the strategic planning and project levels to better integrate acquisition with strategic and budgetary planning. PPBE focuses on analyzing programs and infrastructure to align with strategic goals and answer whether proposed programs will help achieve NASA's mission. The document also notes improvements in funds distribution and inter-center transfers, reducing the time for these processes from several weeks to only a few days.
Spaceflight Project Security: Terrestrial and On-Orbit/Mission
The document discusses security challenges for spaceflight projects, including protecting space assets from disruption, exploitation, or attack. It highlights national space policy principles of protecting space capabilities. It also discusses trends in cyber threats, including the increasing capabilities of adversaries and how even unskilled attackers can compromise terrestrial support systems linked to space assets if defenses are not strong. Protecting space projects requires awareness of threats, vulnerabilities, and strategies to defend, restore, and increase situational awareness of space assets and supporting systems.
Humor can positively impact many aspects of project management. It can improve communication, aid in team building, help detect team morale issues, and influence leadership, conflict management, negotiation, motivation, and problem solving. While humor has benefits, it also has risks and not all uses of humor are positive. Future research is needed on humor in multicultural teams, its relationship to team performance, how humor is learned, and determining optimal "doses" of humor. In conclusion, humor is a tool that can influence people and projects, but must be used carefully and spontaneously for best effect.
The recovery of Space Shuttle Columbia after its loss in 2003 involved a massive multi-agency effort to search a wide debris field, recover crew remains and evidence, and compensate local communities. Over 25,000 people searched over 680,000 acres, recovering 38% of Columbia's weight. Extensive engineering investigations were conducted to identify the causes of failure and implement changes to allow the safe return to flight of Discovery in 2005.
This document summarizes research on enhancing safety culture at NASA. It describes a survey developed to assess NASA's safety culture based on principles of high reliability organizations. The survey was tailored specifically for NASA and has been implemented to provide feedback and identify areas for improvement. It allows NASA to benchmark its safety culture within and across other industries pursuing high reliability.
This document summarizes a presentation about project management challenges at NASA Goddard Space Flight Center. The presentation outlines a vision for anomaly management, including establishing consistent problem reporting and analysis processes across all missions. It describes the current problem management approach, which lacks centralized information sharing. The presentation aims to close this gap by implementing online problem reporting and trend analysis tools to extract lessons learned across missions over time. This will help improve spacecraft design and operations based on ongoing anomaly experiences.
This document discusses leveraging scheduling productivity with practical scheduling techniques. It addresses scheduling issues such as unwieldy schedule databases and faulty logic. It then discusses taming the schedule beast through using a scheduler's toolkit, schedule templates, codes to manipulate MS Project data, common views/filters/tables, limiting constraints, and other best practices. The document provides examples of using codes and custom views/filters to effectively organize and display schedule information.
This document describes Ball Aerospace's implementation of a Life Cycle and Gated Milestone (LCGM) process to improve program planning, execution, and control across its diverse portfolio. The LCGM provides a standardized yet flexible framework that maps out program activities and products across phases. It was developed through cross-functional collaboration and introduced gradually across programs while allowing flexibility. Initial results showed the LCGM supported improved planning and management while aligning with Ball Aerospace's entrepreneurial culture.
This document discusses the importance of situation awareness (SA) for project team members. It defines SA as having three levels: perception of elements in the current situation, comprehension of the current situation, and projection of the future status. Good team SA is achieved by turning individual SAs into shared SA through communication. Teams with strong SA prepare more, focus on comprehending and projecting, and maintain awareness through techniques like questioning assumptions and seeking additional information.
This document discusses theories of leadership and how a project manager's leadership style may impact project success depending on the type of project. It outlines early hypotheses that a PM's competence, including leadership style, is a success factor on projects. It presents a research model linking PM leadership competencies to project success, moderated by factors like project type. Initial interviews found that leadership style is more important on complex projects, and different competencies are needed depending on if a project is technical or involves change. Certain competencies like communication skills and cultural sensitivity were seen as important for different project types and contexts.
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1. Let’s Talk Turkey about Statement of Work NASA Project Management Challenge 2012 Kerry Mushkin February 2012
2. Ms. Mushkin is a Project Manager for Boeing Test & Evaluation supporting the Engineering, Operations & Technology (EO&T) division of The Boeing Company. In this capacity, she manages 787 planning and program directives requiring support from: Test Programs Management & Integration, Flight Test Operations, Laboratory Test Operations, Flight Operations, and Test Support Operations. Ms. Mushkin has served Boeing in numerous capacities over the past two decades ranging from: Production Supervisor on the 747 and 767 Twin Aisle Airplane Programs to serving as the Manager of Subsidiary Administration and Shareholder Relations in Boeing’s Corporate Law Department. She is passionate about strategic knowledge management, and developing the workforce of tomorrow through her volunteer work as a Judge Advisor for US FIRST Robotics. Ms. Mushkin holds a Master of Business Administration degree in Engineering and Technology Management, a Master of Public Administration degree, and she is a Certified Project Management Professional (PMP). Speaker Bio
3. Serious Subject Matter Light Hearted Presentation Approach Grateful acknowledgement is made to the Internet in providing public domain photos used herein for general illustrative purposes Disclaimer
4. Statement of Work Management The Bear Dance (Jimmy Buffett/Lord Buckley, 1974) … and another 'fore I knew it, he'd downed eight of 'em and commenced to do the "bear dance." Two sniffs, a snort, a fly, a turn and a grunt; and it was so simple like the jitterbug it plumb evaded me. “ it was so simple it plumb evaded me” Sometimes statement of work management is like the bear dance…
5. Anchoring … and that’s why I like anchoring . Anchoring sets cognitive associations much the same way a particular sight, sound, or smell can trigger a memory. In this presentation we’ll use anchoring in conjunction with a light hearted project analogy that everyone can relate to in order to draw correlations to the classic “dump and run” project and demystify how statement of work management can help guide you to a successful project outcome even when it’s against all odds.
6. The Shoulder Tap We’ve all been there. You’re up to your eyebrows in alligators when your boss calls to talk to you about a “high visibility opportunity” that’s come up… What do you do when you inherit a project without charter or budget; where high expectations have already been set and the schedule is firm? Your best hope for success lays with defining and managing a good detailed statement of work. Don’t think you can relate? It’s Monday night. You’re relaxing. The phone rings. It’s your mother. Your sister decided to do a last minute kitchen remodel so the family Thanksgiving dinner is going to at your house this year – lucky you! T-minus 69 hours and counting.
7. Preliminary Statement of Work You try your best to dissuade your mother from this crazy idea, but you know mom, she cheerfully reassures you it’s no big deal. “ all we’re talking about is turkey with a couple of side dishes.” Besides - she’s already done all the work for you by calling the rest of the family and letting them know that Thanksgiving dinner will be at your house this Thursday at 5:00pm. It’s all set! You’re doomed. There’s no time. There’s no budget. The temptation is to stop here with the preliminary statement of work and give them exactly what they asked for…
8. Managing Expectations Does it work with the budget? Does it work with the schedule? Does it fulfill the statement of work as it’s been conveyed to you? “all we’re talking about is turkey with a couple of side dishes.” Does it meet the expectations? Take the time to understand what your stakeholders need in addition to what they want and you’ll have a successful project outcome. Yes. Yes. Yes. Not by a long shot and you know it!
9. Start with the Stakeholders 1. Your mom (executive sponsor) 2. Your dad Dave 3. Your sister Dee 4. Your father-in-law Gene 5. Your sister-in-law Claudia 6. Your brother-in-law Steve 7. Your brother-in-law Mike 8. Your sister-in-law Kathy (Mike’s wife) 9. Your niece Deanna (Mike and Kathy’s daughter) 10. Deanna’s daughter Aubrey (Mike and Kathy’s granddaughter) 11. Your niece Robin 12. Your nephew Julian 13. Your Uncle Con 14. Your husband Tim 15. Yourself (don’t forget you have skin in the game too) Consider all of your stakeholders – not just your executive sponsor.
10. Project Scope When families merge so do traditions Roasted turkey vs. baked ham Whipped sweet potatoes vs. candied yams Champagne vs. sparkling juice or water Pumpkin pie vs. mincemeat pie Traditional vs. gluten free stuffing Find out what everyone’s requirements are, and don’t forget to also understand their expectations Table linens China, stemware and flatware Candles, centerpieces, fresh flowers Nuts/mints for the tables The same applies to business. Is your project cross-functional? Does it involve multiple organizations or business units? Respect cultures and traditions. Engage all of the parties so they’ll have ownership in the outcome.
11. Risk Assessment Proactively evaluate the consequence and likelihood of each risk to understand potential impact and formulate mitigation plans. Stay on track and mitigate risk before it becomes an issue. Understand what & where your risk is What the heck is a candied yam anyway? Can everyone drive in the dark if dinner starts at 5pm? What if the roads are icy? Is store bought pie OK or does it have to be homemade? Did you hear something lately about Mike & Kathy becoming vegans? 5 4 3 2 1 1 2 3 4 5 Likelihood Consequence Risk Assessment
12. Requirements & Risk Refresh Communicate with your stakeholders What does Thanksgiving dinner mean to each of them (traditions)? What do they need (allergies/restrictions)? What are they expecting (leftovers)? What are they worried about? (risk refresh) Maybe dad’s worried the turkey will be dry Maybe mom’s worried you’ll use paper plates Be prepared for conflicting requirements Jellied vs. whole berry cranberry sauce Avoid the pitfall of gold plating Homemade sage stuffing vs. Stove Top Sweet potatoes vs. candied yams Identify requirements and work to them. Don’t forget to include technical requirements (the technical parameters the work must be done within). These may include things like part dimensions, tolerances, build-to control documents, regulatory requirements, quality standards, specific material or coating call outs… Continuously reassess risk – it’s dynamic by nature.
13. Quality and Technical Performance Measures Identify quality indicators Moist favorable turkey that’s cooked correctly and is safe to eat. Utilize reliability standards: http://www.butterball.com http://www.foodnetwork.com Include leading indicators to monitor for success. Basting intervals Internal temperature checks Include a technical performance measures Weight targets: 21 pound turkey, 7 pound ham Use ISO9100/AS9100 or other quality systems. Determine the correct leading indicators and manage them don’t just monitor them . Use objective measures to keep the project on track and document as you go. New opportunities come up all the time and you may not be the project manager of record upon completion so share & document your knowledge as you go!
14. Critical Success Factors *** beware of sacred cows *** Communicate and drive the conversation to ensure that you understand all of the various stakeholder perspectives. What does success look like? What could de-rail you? For example - some stakeholders would submit that dinner shouldn’t interfere with the Big Game!
15. Deliverables Make a specific list of expected deliverables and identify the tasks required to produce them. This may include things like participating in conversions, attending training, holding design reviews, conducting progress review meetings, executing tests, analyzing data and providing written comment or follow-on activity. Remember deliverables may be phased or multi-tiered Second helpings Leftovers Dinner
16. Tuesday – stakeholder interviews Set menu Recipe search Shopping list Do the shopping Defrost the turkey Call party rentals Wednesday Clean the house Make the mashed potatoes & sweet potatoes Follow-up on last minute stakeholder communications (verification doesn’t have to mean scope creep) Thursday Set the tables Cook the menu Watch the game Serve dinner for 15 at 5:00pm Manage Time & Resources Utilize tangible measurable milestones to manage time and resources. Turkey 3 days to defrost (Tuesday) 1 hour to prep (Thursday) 3.5 – 4 hours to cook (Thursday) know & manage your critical path
17. Applications, Systems and Data Access Favorite family recipes Tim’s mashed potatoes Grandma's candied yams Understand what information is needed and ensure it’s accessible. Consider any proprietary systems, applications, or data you, and your supplier partners, need access to in order to accomplish the SOW. Remember to include any necessary server & SharePoint access in your assessment. Flag any export concerns, and note any third party data requiring proprietary information agreements – this can all add schedule flow. What is your work-around if you can’t get access (risk mitigation).
18. Critical Success Factors You can’t sign off on a job when you don’t know if you received what you contracted for. Project plans and contracts should include completion and acceptance criteria. What does it mean to be done? Maybe a nice relaxed dinner that ended with clean plates where the entire family enjoyed themselves, no one left hungry, and they’re all gone by 9:00pm because let’s face it, family holidays can be stressful and we all need time to unwind afterwards!
19. Recognize your Team Take a moment to recognize your team for a job well done! OK… Recognition isn’t technically part of work statement management but I don’t think you can ever recognize your team enough for a job well done so I’m throwing it in here to remind you that a simple thank you goes a long way – and as a placeholder to say thank you for your kind attention during this presentation.
20. Tips to Remember Don’t panic. It’s a compliment you’ve been selected to mange the project Think turkey – remember the “Lean Cuisine” pitfall and you’ll be fine Have a plan and scale it to your project Use a checklist Stay flexible (this doesn't have to mean scope creep) Communicate, Communicate, Communicate
21. Example of Project Management Checklist Elements Scope: Start with the preliminary statement of work that’s been provided. Identify the stakeholders and go have some conversations with them to define the project and enable preliminary risk assessment. Requirements: Understand what is it you need to provide or accomplish. Include technical requirements or parameters the work must be done within. They may include part dimensions, tolerances, build-to documents, regulatory requirements, quality standards, specific material or coating call outs, etc. Technical Performance Measures: May include things like weight targets and reliability standards. Critical Success Factors: May include things like successfully passing preliminary design review, or critical design review, or entry into service milestones. Deliverables: Make a specific list of expected deliverables and identify the tasks required to produce them. May include completing training, supporting progress review meetings, executing tests, analyzing data, providing written comment, returning an estimate or completing a test plan. Schedule & Budget: Use tangible, measurable, milestones. Identify leading indicators and manage, don’t just monitor, them. Consider earned value analysis if the project warrants it. Application, System, and Data Access Requirements: What proprietary systems, applications, and/or data will the team and/or supplier need in order to accomplish the SOW? Remember to include any server & SharePoint access that might be needed. Are their language barriers? Flag any export concerns, and note any third party data requiring proprietary information agreements. Quality/Performance Measurement Plan: Any system will work as long as you have identified some formal methodology to ensure you’re getting what you paid for and are actively monitoring the plan to mitigate risks before they turn into issues that jeopardize your project. For something simple like drawing releases it may be a plan involving periodic reviews of the quantity of errors with assessment of associated severity. For design work it could be schedule compliance with periodic stoplight reviews/action plans to ensure the project stays on track. Completion & Acceptance Criteria: Use specific objective language describing when project is considered complete.
22. Let’s Talk Turkey about Statement of Work Questions / Comments? [email_address] Thanks!