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Project Expansion: Planning, Implementing, and Managing for Success. Presented by:. US DOL/ETA Division of Youth Services. Planning for Success. System implementation projects, in general, experience low success rates: 28% of projects meet full success

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project expansion planning implementing and managing for success

Project Expansion: Planning, Implementing, and Managing for Success

Presented by:

US DOL/ETA

Division of Youth Services

planning for success
Planning for Success
  • System implementation projects, in general, experience low success rates:
    • 28% of projects meet full success
    • 49% of projects are fully completed, but over budget, over schedule and lack full scope of planned functionality
    • 23% of projects experience complete failure or are cancelled [1]
  • Undoubtedly offender-focused programs have even higher failure rates.

[1] Extreme Chaos, 2000. The Standish Group

planning for success3
Planning for Success
  • The key contributing factors to implementation failure reported were:
    • Lack of planning – unclear vision, goals and approach, not aligned with vendor/service provider incentives, schedules, other program priorities and other resource responsibilities.
    • Incomplete, unclear and/or changing requirements.
    • Lack of executive/community support and commitment.
    • Lack of resources dedicated to the project (staff, time, money, participant involvement, project management and IT support)
planning for success4
Other contributing factors to implementation failure are:

Unrealistic expectations for what can be accomplished and how quickly it can occur.

Believing the vendor/service provider will assume responsibility for all tasks

Hoping the vendor/service provider will fix your operational and personnel problems

Fear of change

Fear of technology

Planning for Success
expansion workshop goals
Keep you on the right side of these statistics

Help you think through project expansion planning and implementation decisions

Understand the options

Understand the risks

Position you for implementation success

Expansion Workshop Goals
the project expansion process

Integration/Interface Development

Detailed Implementation Planning

Prelim. Implementation Planning

Implementation Training

Identifying Requirements

Initial Workflow Planning

Detailed Demonstrations

Refined Cost Analysis

System Configuration

Reference Verification

Contingency Planning

Community PR

Vendor Negotiation

Vendor Research

Defining Goals

Staff Training

Prioritizing

Site Visits

Go Live

Dry-Run

Selecting

Implementing

Envisioning

Evaluating

Stabilizing

& Enhancing

Building

Commitment

The Project Expansion Process
the project expansion process7

Integration/Interface Development

Detailed Implementation Planning

Prelim. Implementation Planning

Implementation Training

Identifying Requirements

Initial Workflow Planning

Detailed Demonstrations

Refined Cost Analysis

System Configuration

Reference Verification

Contingency Planning

Community PR

Vendor Negotiation

Vendor Research

Defining Goals

P&P Changes

Prioritizing

Site Visits

Go Live

Dry-Run

Selecting

Implementing

Envisioning

Evaluating

Stabilizing

& Enhancing

Building

Commitment

The Project Expansion Process
implementation planning steps for success
Establish an Effective Implementation Team

Finalize Project Goals & Priorities

Establish Implementation Strategies and Scope

Develop the Implementation Plan with a Realistic Timeline

Emphasize Communication

Establish Benchmarks to

Measure Project Success

Implementation Planning – Steps for Success
step 1 implementation team key participants
Skilled & Knowledgeable Project Director

Community Leadership

Local system Representation

JJS, WFD, PSD, etc.

Network/Technical Analyst

Trainer

Step 1 - Implementation Team Key Participants
step 2 finalize project goals priorities
Step 2: Finalize Project Goals & Priorities
  • What is the vision for the project?
  • What is needed to help the project achieve?
    • Sustained quality of service for program participants
    • Ease of expansion and program integration into existing youth service network
    • Controlled costs
    • Higher ROI
    • Other ?
  • Which program features &

functions support these

goals?

some causes of scope creep
Some Causes of Scope Creep
  • When we suddenly realize that our project’s scope has expanded far beyond its initial boundaries –
  • when we have that how-did-we-ever-get-here feeling – we’re experiencing the downside of scope creep.
  • Preventing scope creep starts with understanding how it happens.
scope creeping
Scope Creeping

More common sources of scope creep.

  • The unknown
    • Projects are ventures into unknown territory. Sometimes we underestimate the complexity of the problem we\'ve tackled.
  • Perfectionism
    • We sometimes forget that good enough is good enough.
  • Placating conflict
    • We\'ll do almost anything to avoid dealing with conflict directly. We\'ll even expand project scope to satisfy all conflicting parties. When we placate conflict, we run the risk of creating a project that nobody can execute.
scope creeping13
Scope Creeping
  • Assimilation
    • To secure resources, programs sometimes seek partnerships based on a seemingly "natural fit" or for purposes of "efficiencies." But consolidation isn\'t free, and the efficiencies are often illusory.
  • Career advancement
    • By commandeering more resources, the leaders of a project can enhance their organizational power. Senior managers must learn to recognize these tactics, and approve scope expansions only on the basis of sound management principles.
scope creeping14
Scope Creeping
  • The union of all misunderstandings
    • If scope isn\'t clearly defined at the outset, misunderstandings result. When that happens, to preserve consensus that the project should continue, we might have to expand the project scope to include the union of all initial understandings. Making things painfully clear at the outset is worth the effort.
  • The Donald Crowhurst effect
    • Donald Crowhurst was a participant in the 1968 round the world single-handed sailing race sponsored by the London Sunday Times. As described in a 1970 book by Nicholas Tomalin and Ron Hall, his life pattern was to tackle ever-larger projects, concealing a pattern of failure. Like Donald Crowhurst, some projects expand their scope to avoid acknowledging failure. Failure or restart must be realistic options for any project manager.
step 3 establish implementation strategy scope
Phased vs. “Big Bang” Implementation

Incremental functionality vs. full system implementation

Phased participant services vs. immediate full implementation

Step 3: Establish Implementation Strategy & Scope
  • Communication Strategy
  • “Go-Live” Date Constraints & Planning
implementation strategy scope phased vs big bang implementation
Incremental vs. Full System Functionality

Do we want/need all functions/services available “Day One”?

Can we absorb that level of change at one time?

Can we take on that level of implementation work at one time?

If not:

Based on the priorities of project goals

Based on the time and resources that can be allocated

What functions do we want/need immediately?

In what sequence should we add the other functions?

Over what period of time?

Implementation Strategy & Scope –Phased vs. “Big Bang” Implementation
implementation strategy scope example incremental functionality
Establish Facility location

Satisfy logistical requirements

For program, staff, and participants

Staffing in Proportion to participants served

Provide minimum hardware/software and training material requirements

Staggered enrollments based on growing program capacity

Community-based roll-out

Signage

Hosted Events

Implementation Strategy & ScopeExample - Incremental Functionality
implementation strategy scope phased vs big bang implementation18
Phased Program Services vs. Immediate Full Implementation

Will we be ready for everyone to “Go Live” at the same time?

Can we absorb that level of change at one time?

Can we support everyone on “Day One”?

If not:

Who/what areas should go first?

What impacts will this mix have on the overall design of and delivery of program components?

In what sequence should we add program components, staff, participants?

Over what period of time?

Implementation Strategy & Scope – Phased vs. “Big Bang” Implementation
implementation strategy scope phased participant considerations
Program Cross-over/Coverage

Participants

Sites

Programs

Teams

Case Management

Support staff

Technical Support

Maintenance of Mixed Program Elements

Labor

Distance between sites

Cohesiveness and consistency of services

Implementation Strategy & Scope – Phased Participant Considerations
implementation strategy scope communications strategy approach
External

Promotional

Community Reaction

Internal

Employee Reaction

Job loss

Role change

Technical challenges

Stakeholders

Implementation Strategy & Scope – Communications Strategy & Approach
implementation strategy scope implementation date
When is the best time to implement?

Are there key resource constraints?

Are there any other program activities to plan around?

Implementation Strategy & Scope – Implementation Date
step 4 develop the implementation plan with a realistic timeline
Step 4: Develop the Implementation Plan with a Realistic Timeline

Based on the goals and strategies set for the program expansion project:

  • What specific tasks need to be done?
  • By whom?
  • When?
  • How long will all this take to complete?
developing the implementation plan c onduct vendor service provider planning meetings
Communicate program vision, goals, strategies & approaches

Establish overall project structure & parameters

Contacts

Escalation

Build relationships

Confirm requirements

Establish agreement on:

Tasks

Roles and responsibilities

Time requirements

Developing the Implementation Plan –Conduct Vendor/Service Provider Planning Meetings
developing the implementation plan confirming requirements
Developing the Implementation Plan –Confirming Requirements
  • Facilities/Support
    • xxxx
    • xxxx
    • xxxx
  • Staff
    • xxxx
    • xxxx
  • Program
    • xxxx
    • xxxx
    • xxxx
  • Other Considerations
developing the implementation plan defining the detailed tasks responsibilities
Developing the Implementation Plan –Defining the Detailed Tasks & Responsibilities
  • Workflow Design/Confirmation
  • Policy & Procedure Changes
  • Job Changes
  • Program Design & Configuration
  • Report Design/Project Forecasting
  • Facilities/Support
  • Training Needs
    • Project team
    • Participant
developing the implementation plan defining the detailed tasks responsibilities26
Developing the Implementation Plan –Defining the Detailed Tasks & Responsibilities
  • Go-Live Planning
    • Staff schedules
    • Support
    • Dress rehearsal
    • Go/No Go decision
  • Flipping the Switch
  • Celebration
  • Stabilization
developing the implementation plan documenting the plan
Developing the Implementation Plan –Documenting the Plan
  • Milestones
  • Tasks
  • Dependencies
  • Responsibilities
    • Vendor/Service Providers
    • Program
    • Individual
  • Time requirements
developing the implementation plan setting a realistic timeline
Developing the Implementation Plan –Setting a Realistic Timeline
  • Bottom Up Estimation
    • Let the tasks & resources drive the timeline OR
    • Provide the resources to support the tasks for the timeline
  • Remember Schedule Constraints
  • Set a “Go-Live” that is Achievable
  • Communicate It
managing risks
Managing Risks
  • What is Risk?
  • A risk is something that may happen and if it does, will have an adverse impact on the project.
  • A few points here; "that may happen" implies a probability of less then 100%. If it has a probability of 100% - in other words it will happen - it is an issue.
  • A risk must also have a probability something above 0%. It must be a chance to happen or it is not a risk.
slide30
Risk?
  • The second thing to consider from the definition is "will have an adverse impact".
  • If it will not have an adverse impact, it is not a risk. Suppose we said a risk was that we would find the project less complicated than we thought, and could finish early.
  • Unless finishing early has an adverse effect on the project, it is not a risk.
the risk management plan
The Risk Management Plan
  • There are four stages to risk management. They are:
  • • Risk Identification
  • • Risks Quantification
  • • Risk Response
  • • Risk Monitoring and Control
risk identification
Risk Identification
  • In this stage, we identify and name the risks. The best approach is pull together key players, partnerships, etc., to help carry out this identification.
  • There are different sorts of risks and we need to decide on a project by project basis what to do about each type.

Business risks

Generic risks

defining risk
Defining Risk

Risks should be defined in two parts.

The first is the cause of the situation (Vendor not meeting deadline, Business users not available, etc.).

  • The second part is the impact (Budget will be exceeded, Milestones not achieved, etc.).
  • Hence a risk might be defined as "The vendor not meeting deadline will mean that budget will be exceeded".
  • If this format is used, it is easy to remove duplicates, and understand the risk.
risk quantification
Risk Quantification
  • Risk need to be quantified in two dimensions.
    • The impact of the risk needs to be assessed.
    • The probability of the risk occurring needs to be assessed. For simplicity,
  • rate each on a 1 to 4 scale.
    • The larger the number, the larger the impact or probability.
  • By using a matrix, a priority can be established.
risk probability matrix
Risk Probability Matrix

_________________

4 | | |

3 | Med | Critical |

________________

Probability 2 | | |

1 | Low | High |

_________________

1 2 3 4

Impact

  • Note that if probability is high, and impact is low, it is a Medium risk. On the other hand if impact is high, and probability low, it is High priority. A remote chance of a catastrophe warrants more attention than a high chance of a hiccup.
risk response
Risk Response

There are four things you can do about a risk. The strategies are:

  • • Avoid the risk. Do something to remove it. Use a different vendor/service provider for example.
  • • Transfer the risk. Make someone else responsible. Perhaps a Vendor can be made responsible for a particularly risky part of the project.
  • • Mitigate the risk. Take actions to lessen the impact or chance of the risk occurring. If the risk relates to availability of resources, draw up an agreement and get sign-off for the resource to be available.
  • • Accept the risk. The risk might be so small the effort to do anything is not worth while.
rick control
Rick Control
  • A risk response plan should include the strategy and action items to address the strategy. The actions should include what needs to be done, who is doing it, and when it should be completed.
  • The final step is to continually monitor risks to identify any change in the status, or if they turn into an issue. It is best to hold regular risk reviews to identify actions outstanding, risk probability and impact, remove risks that have passed, and identify new risks.
risk management in summary
Risk Management In Summary
  • Risk management is not a complex task. If you follow the four steps, you can put together a risk management plan for a project in a short space of time.
  • Without a plan, the success of the project, and the reputation of your program are on the line. Follow these steps and you will increase your chances of success.
step 5 emphasize communication
Ease concerns

Job security

Technical learning support

Tell them what to expect & when

Step 5: Emphasize Communication
  • Internal Communication
    • Enlist full support
emphasize communication
Community Communication

Tell them what you are doing & why

Provide consistent answers to questions & concerns

Keep them informed on progress

Communicate enthusiasm & confidence

Include them in program success celebrations

Emphasize Communication
step 6 establish benchmarks to measure project success
Measurements based upon goals

Participation

Literacy and Numeracy Gains:

Literacy

Numeracy

Long-term Placement

Recidivism

Individually stated goals

?

Step 6: Establish Benchmarks to Measure Project Success
planning for success42
Planning for Success

Good implementation planning leads to……..

SUCCESS

thank you for participating
Thank You for Participating

For more information, contact:

Technical Assistance at:

Abt Associates

US DOL at:

Richard Morris

Sherry West

LaSharn Youngblood

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