Title: How NOT to Manage a Project Lessons Learned in Project Management PMI WDC KXF 102604
1How NOT to Manage a Project! (Lessons Learned in
Project Management)PMI WDC KXF 10-26-04
- Presented by
- A. Scott Dam, P.E.
- ASD EC and SPEC
- asd_e-c_at_att.net
2Outline
- Introduction
- Project Failures
- Initiation
- Planning
- Execution
- Controlling
- Closing
- Summary
3Introduction
- How many of you have worked on a project that was
never completed, i.e., cancelled, rescheduled,
shelved, and/or forgotten, ? - Why?
- What are you (or your organization) going to do
about it? - We will discuss how not to manage a project as
lessons learned for future projects.
4Project Failures
- US Dept. of Energy projects GAO NAS-NRC
reviews OECM formed - NASA Projects
- Large Engineering-Construction Projects
- Commercial projects
5DOE Projects
- A few examples from GAO reports
- Rocky Flats - 100 projects increases (1992)
- 1980 to 1996 31 of 80 major projects terminated
prior to completion due to changes in mission,
management problems, cost overruns, and schedule
slippages - National Ignition Facility management and
oversight failures caused major overruns (1.2B
to 2.2B) - National Research Council Congressional
direction - 5 years of reviews of projects -
major project management improvements due to
management failures (OECM formed directives)
6NASA Projects
Effect of Requirements Definition Investment on
Program Costs Werner M. Gruhl, NASA
7Large Engineering Projects
- Big transportation projects BART to SFO 590M
to 1.5B Boston Big Dig 7.7B to 14.6B (Guy
Span, Bay Crossings) - Donghai Bridge, China - 350M to 1.2B (UPI)
- Shell Russian Oil Project 10B overrun (Money)
- Westchester County Courthouse 51.5M over 140M
- Web search on Google Project Cost Overruns
44,100 hits
8Commercial Projects
- IT and application development projects often
fail to be completed on time and budget 1/3
exceed by 100 (Gartner research) - IT projects goes from 1M to 3M, before being
cancelled (Suzanne Thornberry) - Many articles and consultants offering how to
manage projects PMI training PMP, etc.
9Initiation
10Our project was just approved!
Were happy now, just wait.
11So how to we get started with our project?
12Dont worry, Ive got it covered!
PM
13Jump in with both feet!
- Just start out doing the project, we dont need
to plan ahead or even know what were trying to
accomplish. - Well know we finished when we get there.
14What hidden dangers?
15Ok, so now what?
- Starting with an Un-achievable Goal, an
Ineffective Organization, or a Project without a
clear mission? - Organization Initiation we dont need to
bother do we? - Project Charters why do we need one of those?
- Mission why do we want to do this project?
- Goals set unachievable goals - key
accomplishments we can never make anyway so dont
bother to write down now. - Who will do it?
- Authority to accomplish mission goals?
- Project Organizations volunteers wanted -
anyone can be the PM! - Strong, weak, non-existent PM PMO
- Project team any one know what theyre doing?
Why do we need a project controls person, cant
the PM do it too? - I dont need to go to that PM training class, do
I? - Just start the project and dont tell anyone what
were doing, they dont need to know. - Should we quit now?
- YES
16Planning
17Some times the it seems too high to overcome.
18Dont Plan the Project
- Dont develop a realistic WBS, project cost
estimate, or schedule - Dont document how you will organize and manage
the project dont develop project procedures - Whats a risk analysis?
- Dont listen to experienced people or check any
lessons learned from other projects - Many projects fail due to poor estimating and
resulting cost overruns
19If its not one hurdle, its another
20Execution
21Or Suicide?
- So now youre into the project delivery
activities, do you know what to do when how? - Milestones? Due dates? youve got to be kidding
- How much help are you getting from corporate
(or the customer)? - Whats risk mitigation?
- Be sure not to tell anyone how were doing, its
up to them to find out for themselves. - Other major causes of project failures are poor
monitoring of project activities and poor
communications
22Project managers must perform the real balancing
act - cost, schedule, scope!
23Keep on, youll get there
24Controlling
25Project Controls?
- What do you mean actuals to date? Anyone heard of
BCWP? - You want what? Oh, the status of cost schedule
against plan. Someone else was supposed to
provide that the information. - No problem providing an ETC!
- Just take the budget and double it.
26Just give us some more time!
27Closing
28Dont Document Failures (or Successes)
- Why should we help out the next PM or project
team? - Let them learn for themselves its more
meaningful that way - Dont provide files for anyone else, if anyone
wants the info theyll have to see me! - What if it is me wanting to start a new project?
29Summary
- Planning, then execution its hard to achieve
the plan if you dont have one. - All the donts are dos
- Use proven PM practices
- Tailor your PM practices to your specific project
- Be careful of what you promise
- Its not difficult but requires attention to the
details doing it right will lead to success
30We completed our project on time and budget and
with customer acceptance!
31Questions Discussion