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Managing Projects that are Destined to Fail

Managing Projects that are Destined to Fail . Lena Salim, PMP, Prince 2, PSM. About Me. Where I got my theories from ? PMP Prince 2 PSM MBIS ( Australian Nat Univ ) Managed projects ? Current status : Ready for the next challenge!. Agenda. Welcome drinks & nibbles

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Managing Projects that are Destined to Fail

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  1. Managing Projectsthat are Destined to Fail Lena Salim, PMP, Prince 2, PSM

  2. About Me • Where I gotmytheoriesfrom? • PMP • Prince 2 • PSM • MBIS (Australian Nat Univ) • Managedprojects? • Currentstatus: Ready for the next challenge!

  3. Agenda • Welcome drinks & nibbles • Interactive discussions • PM Tooldemofrom Roll • Question & Answers

  4. Definition of Fail • Whatisa failingproject? • Objective data: cost, time, scope, quality • Subjective data: atmosphere • Case Study: ASB Classic

  5. Definition of Fail • Whoactually has the power to define the destiny of a project? • Always know your power & rights! • Whatsyourkpi? • Whatsyourlevel of authority? • What if point 1 & 2 dont match?

  6. Letssee….. Whatwecan do?

  7. Step 1: Look at the Project Plan • Project Plan (Estimation Based) : • Scope, Schedule, Budget • Quality, HR, Communication, Risk, Procurement • Anymissing info? • Case Study: 2 Existingproject plans  Whatdoesthismean?

  8. Step 2: Existing Project KPI • Easykpi: • % completion [calculatevelocity] • Vs. Remaining scope, budget and time • Advanced kpi- EVM (spi, cpi, BAC) • ASB Classic: no kpi. Look into PM Tools (Tasktracking, time tracking), incurred bills, etc

  9. Step 3: Stop Existing Damage • Find the leaks, mendit • Whathappenned in the pastis not yourfault (e.g. damagedfloor, chairs) • Make sure others know this • ASB Classic: • no kpi, • no communication plan, • no integration point, • unclearroles & responsilibilities • 15+ remotestakeholdersdumpedinto 1 email thread!!

  10. Step 4: Create a New Plan • Extra $$$, time, resources • New team rules • Adjustment in scope & quality plan • ASB Classic: • Lean equipment • No more helpingothers out • Regular communication, clear expectations, createsub threads

  11. Step 5: Image Repair • Anounce the changes underway • ASB Classic: • Call eachstakeholder (client & stakeholder) • Introducemyself, personaltouch • Hold a formal meeting (internal team) • Let them know the new plan, only the bits thatwilleffectthem

  12. Step 6: Monitoring & Controlling • Keeptrack on: • What?ongoingtasks • Who? Person in charge • Caution! blockers • ASB Classic: • Danny struggleswithstakeholders • Alan struggleswithworkloads

  13. Step 7: Removeimpediments • Set up a meeting withSubjectMatter Experts • Addresources • Re-prioritizetasks (put a task on hold) • ASB Classic: • Take over theirtasks • Coaching • FindInterns

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