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How NOT to Manage a Project Lessons Learned in Project Management PMI WDC KXF 102604

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asd_e-c_at_att.net. 10/26/2004. How NOT to manage a project! ( c) A. Scott Dam 2004. 2. Outline ... How many of you have worked on a project that was never ... – PowerPoint PPT presentation

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Title: How NOT to Manage a Project Lessons Learned in Project Management PMI WDC KXF 102604


1
How 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

2
Outline
  • Introduction
  • Project Failures
  • Initiation
  • Planning
  • Execution
  • Controlling
  • Closing
  • Summary

3
Introduction
  • 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.

4
Project Failures
  • US Dept. of Energy projects GAO NAS-NRC
    reviews OECM formed
  • NASA Projects
  • Large Engineering-Construction Projects
  • Commercial projects

5
DOE 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)

6
NASA Projects
Effect of Requirements Definition Investment on
Program Costs Werner M. Gruhl, NASA
7
Large 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

8
Commercial 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.

9
Initiation
10
Our project was just approved!
Were happy now, just wait.
11
So how to we get started with our project?
  • ?

12
Dont worry, Ive got it covered!
PM
13
Jump 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.

14
What hidden dangers?
15
Ok, 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

16
Planning
17
Some times the it seems too high to overcome.
18
Dont 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

19
If its not one hurdle, its another
20
Execution
21
Or 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

22
Project managers must perform the real balancing
act - cost, schedule, scope!
23
Keep on, youll get there
24
Controlling
25
Project 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.

26
Just give us some more time!
27
Closing
28
Dont 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?

29
Summary
  • 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

30
We completed our project on time and budget and
with customer acceptance!
31
Questions Discussion
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