Readjusting Project Dynamics for a Successful Outcome

1. Readjusting Project Dynamics for a Successful Outcome Dan Williams Director, Project Consulting April 2012

2. Averting Disaster We’ve all been involved with a project that was in trouble. • How do you fix it? • Where do you start? • How do you avoid disaster?

3. Why you Should Care • We should be involved in QA, not just testing • We are sometimes the only advocate for the customer • We need to recognize that QA is integral to the larger project ecosystem • We must be solution oriented not focused on the problem • Having a “global” view will enhance your career path

4. The Project • The project was implementing a new enterprise management tool integrated with several third party vendors and customized to meet our specific business needs. • The PM lost stakeholder support and confidence; placing the project in danger • Issues were many, including:

5. Issues • Incomplete and missing requirements • Assumptions rather than facts • Incomplete notes from meetings • No follow-up with stakeholders • Requirements gathering excluded entire groups • Incorrect, incomplete and unclear data mapping • Lack of information architecture • Requirements based on incorrect premises • What do you want, not what do you need • Copy of what was already in place • Effort not boxed

6. Issues Part 2 • No Formal Test Plan • Migration testing: spot checking by PM and one developer • Integration testing (smoke test at cutover) • Third-party functionality – spot checking by stakeholders • Functionality testing – developers, self-directed UAT • Pick up the pieces after conversion • No vendor coordination • Project behind schedule • Negative earned value • Documentation and training duties assigned • Unclear expectations • Poor knowledge transfer • Reporting was an afterthought

7. Issues Part 3 • Project manager • Didn’t listen • Talked over people • Ignored stakeholder concerns • Antagonistic relationship with coworkers • Insulated team from stakeholders, SMEs, and vendors • Little to no interaction • All project knowledge centered in PM • Development team didn’t understand priorities • Stakeholders didn’t have good feel for project status • Fragmented team – portion of team working on unproductive tasks

8. What Determines Whether a Project will be Successful? What do you think of your team’s execution? “I’m in favor of it!” John Mckay Tampa Bay Bucs Coach 1976

9. Project Success / Challenge Factors Project Success % ofFactors Responses User Involvement 15.9% Executive Management 13.9%Support Clear Statement of 13.0%Requirements Proper Planning 9.6% Realistic Expectations 8.2% Smaller Project Milestones 7.7% Competent Staff 7.2% Ownership 5.3% Clear Vision & Objectives 2.9% Hard-Working, 2.4%Focused Staff Project Challenge % ofFactors Responses Lack of User Input 12.8% Incomplete Requirements 12.3%& Specifications Changing Requirements 11.8%& Specifications Lack of Executive Support 7.5% Technology Incompetence 7.0% Lack of Resources 6.4% Unrealistic Expectations 5.9% Unclear Objectives 5.3% Unrealistic Time Frames 4.3% New Technology 3.7% Chaos Report – Standish Group

10. Project Success / Challenge Factors Project Success % ofFactors Responses User Involvement 15.9% Executive Management 13.9%Support Clear Statement of 13.0%Requirements Proper Planning 9.6% Realistic Expectations 8.2% Smaller Project Milestones 7.7% Competent Staff 7.2% Ownership 5.3% Clear Vision & Objectives 2.9% Hard-Working, 2.4% Focused Staff Project Challenge % ofFactors Responses Lack of User Input 12.8% Incomplete Requirements 12.3%& Specifications Changing Requirements 11.8%& Specifications Lack of Executive Support 7.5% Technology Incompetence 7.0% Lack of Resources 6.4% Unrealistic Expectations 5.9% Unclear Objectives 5.3% Unrealistic Time Frames 4.3% New Technology 3.7% Chaos Report – Standish Group

11. Open the lines of Communication • Engage the stakeholders • Make them part of the team • Develop project excitement • Clearly communicate project news • Newsletter • Updated schedule • Generate support and excitement • Be open and realistic about project status

12. Baseline the Project • Assess current progress and risks • Identify known gaps • Identify areas needing further investigation • Prioritize areas and tasks

13. Divide and Conquer • Assign area owners with clear, measurable objectives • Collaborate • Coordinate • Report • Follow-through

14. Go Back to the Beginning • Gather/Reaffirm/Clarify requirements • Rebuild trust with Stakeholders • Keep meetings focused and effective • They need to know their time and opinions matter • They need to know they are heard • They must know you care • Point out the results of their input • Replace faces where necessary

15. Triage and Scheduling • Triage • Evaluate critical path and overall timeline • Evaluate dependencies – especially external • Label items for sign-off, hot-fix, and future • Push out or eliminate unnecessary items • Adjust schedule if necessary • Communicate schedule issues immediately • Do it once, do it right

16. Get to Work • Prepare the team for tough work • Plan for a regular schedule but be ready to do what is necessary • 80/20 rule • Focus efforts on key areas that provide the most value • Deal with the rest as time permits • Involve users in testing and acceptance • Recognize time criticality of efforts • What is required for signoff • What can be done after code freeze • What can be a hot fix

17. Win Them Over with Support • Be there • Be knowledgeable • Be responsive • Be good

18. Allow for Future Phases • Deal with cut/delayed functionality • Align with proper requirements • Adjust for stakeholder/user misrepresentation of needs • Bug fixes

19. Project Recovery Summary • Open lines of communication • Assess Risks • Prioritize • Divide and conquer • Rebuild trust • Go back to the beginning (requirements) • Triage Cut/push out non-essential areas • Adjust schedule if necessary • 80/20 rule • Schedule work according to priority • Work, work, work • Be prepared with strong support and resolve issues quickly • Allow for additional phases

20. Questions

21. Contact Information Dan Williams Director of Project Consulting Main 425-974-6345 Cell 425-577-1192 daniel.williams@compucom.com