Project Management for Everyday Success
Sally Schmall, Organizational Development Manager
presented on behalf of Strategic Priority 1 committee
Smart Start
• According to Fortune magazine, nearly 70 % of
all projects fail.
• NASA Rule #15
• Remer’s rule of 10
– Invest sufficient planning time and effort early
because the cost savings are huge
6 Dangerous Project Planning Mistakes
Dangerous Project Planning Mistakes
1) Tolerating Vague Objectives
not enough thinking goes into clarifying objectives & measures
2) Ignoring environmental context
identify and test assumptions
3) Using limited tools and process
“when your only tool is a hammer, the whole world looks like a
nail”
Dangerous Project Planning Mistakes
4) Neglecting stakeholder interests
“people support what they help create”
5) One shot planning
be “cycle logical” – think, plan, act and assess
6) Mismanaging people dynamics
build in payoffs and grow the team
Aim for Project Purpose
Outcomes Statement Corresponding Purpose
• Systems built or delivered. • Employees use systems.
• New data base developed. • Data base successfully
• Staff trained in safe implemented.
procedures. • Staff operates machinery
safely.
Asking the Four Critical Questions
• What are we trying to accomplish and why?
• How will we measure success?
• What other conditions must exist?
• How do we get there?
– These four critical questions form the heart of
Strategic Project Management.
Embrace “If – Then” thinking
Planning involves imagining the future desired conditions and then thinking backwards
about the cause and effect steps to get there.
Increase student registration
Increase awareness of available classes
Improve our marketing
If – Then Logic
• Get rich and move to Fiji • Improve productivity
• Become the “hamster giant” • Have staff use standard
procedures
• Breed prize hamsters
• Develop and publish best
practices
• Find a mate for Orville • Identify ineffective practices
Objectives Trees
Objectives Career Planning Become a Golf Pro
Goal Make lots of money Become the #1
and have fun golfer in the world
Purpose Increase career Become a
mobility and tournament golfer
market value
Outcomes 1. New skills 1. Improve my golf
developed skills
2. Professional
network
expanded
Inputs 1.1 Attend 1.1 Buy new clubs
conferences 1.2 Practice daily
1.2 Take a class 1.3 Take lessons
Logical Framework (Log Frame)
• Log frame embraces systems thinking.
• Log frame tool is the ideal starting point to
help your team build an iterative planning and
implementation mindset.
• The log frame captures the answers to the
four critical questions.
Objectives
The Log Frame Matrix
Success Measures Verification Assumptions
Goal Goal measures Data sources to External conditions
(Big picture- the include quality, monitor and verify needed to reach the
what and why) quantity, time. goal goal. Spot potential
Evidence based and problems and
clear. address them.
Purpose Purpose measures
(Change expected include success
from producing the conditions expected
outcomes) at the end of the
project
Outcomes Outcome measures
(Specific results include description of
expected from completed outcomes
inputs)
Inputs Input measures
(Responsibilities and include budget,
tasks needed to resources, time and
produce outcomes) schedule
Objectives
Today’s Workshop Log Frame
Success Measures Verification Assumptions
Goal Within next year: 1. Schedule and financial 1. Participants have
Deliver successful projects 1. Key project objectives records projects to work on.
reached on time, within 2. Project log frames
budget, at required
performance level.
Purpose Within 3 weeks after 1. Follow up surveys 1. Participants have
training 80% of participants opportunity to apply
Participants apply what they have completed project concepts.
learned following workshop. designs using the Log Frame 2. Participants will complete
model. and return surveys.
Outcomes At the end of workshop 90% 1. Workshop exercises 1. Participants are
Participants learn key PM of participants can identify 2. Participant feedback motivated to learn.
concepts the four critical questions 2. Instructor is competent
and develop a log frame. to teach concepts.
Inputs Materials are developed 1. Materials are printed 24 1. Instructor will have time
Develop training materials before the workshop. hour prior to the workshop. to develop materials.
2. The printing machine
works.
Define and Align Objectives
• Create a draft list of objectives.
• Group your objectives into those you can
make happen and those you cannot.
• Review for logical “if – then”.
• Select the highest objective and make it the
Goal. Identify 1 – 2 outcomes that you know
will be necessary. Then create a purpose
statement.
Develop Success Measures and Verifications
• Valid – They accurately measure the
objectives.
• Verifiable – Clear, non subjective evidence.
• Targeted – Quality, quantity and time targets
pinned down.
• Independent – Each level has separate
measures.
Choose Valid Measures
Objectives Success Measures Verification
Purpose 1. Fully staffed Which 4 of these nine
2. Achieves objectives in measures seem most
An effective and customer annual plan valid?
responsive department. 3. Comfortable and
efficient facilities
4. Operates within budget
5. People arrive at work
on time
6. Meets customers
expectations
7. High morale
8. Provides results within
“X” days of request
9. Admired by the boss
Adding Verification Makes Measures
Trackable
Objectives Success Measures Verification
An effective and customer 1. Achieves objectives in 1. Quarterly and annual
responsive department. annual plan reviews
2. Operates within budget 2. Monthly budget
3. Meets customers reports
expectations 3. Periodic customer
4. Provides results within survey
“X” days of request 4. Tracking logs
Choosing Verification
• What kind of data will be collected? How and
how often?
• Who will collect the data?
• How will the data be turned into usable
information?
• How will the information be used and by
whom?
• What is the most cost effective and efficient
means of verification?
Assumptions
• Simply stating an assumption does not make it
true. Always ask;
– Is this assumption reasonable?
– What are the odds it is valid? How do we know?
– How important is this Assumption to project success
or failure?
– How can we influence the assumption in our favor?
– How can we design the project to minimize the
impact of, or work around, the Assumption?
Expressing Well Defined Assumptions
Vague Assumptions Better Stated Assumptions Best Stated Assumptions
Management will support The VP of Finance and will The VP of Finance will
the project. support the project. allocate $100,000 by June
30th for this project.
Sufficient resources System analysts are ??????????
available. available to help with the
project.
Key Points Review
• Project purpose expresses the important result or
impact we expect the project to produce.
• Successful projects ask the four critical questions.
• Use “if – then” thinking to form strategic hypothesis
and design sound steps and planning.
• Use Log Frames to clarify relationships among inputs,
outcomes, purpose and goals.
• Reduce problems early by scrutinizing the
assumptions.
• Take action early to manage assumptions.