Jim Johnson Pmcongress 08

8/3/2019 Jim Johnson Pmcongress 08

http://slidepdf.com/reader/full/jim-johnson-pmcongress-08 1/62

Creating a Healthy Project

Management Ecosystem

By Jim Johnson

Chairman

Overview

CHAOS Numbers

Laws of CHAOS

CHAOS Five Deadly Sins

CHAOS HealthCheck

CHAOS Commandments

CHAOS Pipeline

3 Pillars of IT Value

Cost Gain (ROI) Risk

CHAOS 2006

Survey Results

Resolution of Projects

CHAOS ResearchStudies

Waste to Value Ratio

Waste to Value:

Ratio Changes

The 10 Laws of CHAOS

Law of the Two Faces

28% Skilled at finding correct user

36% Improvement

63% Quality relationship 35% Improvement

16% Always have a evangelist

17% Improvement

Cheetah’s Law

Half Skilled at having simple vision

60% Improvement

14% Can make swift decisions 32% Improvement

36% Skilled at measuring progress

11% Improvement

Law of the Roads

5% Always have an elevator pitch

2% in 2007

80% Demand quicker results Speed causes instability

22% Use industry benchmarks

41% improved their research skills

Law of the Long-tailed Monster

2/3 Feel scope creep is a problem

Not getting better

Half feel they have iterative skills

Rapid feedback a problem

Most do not look at gain/risk

Feel it is painful

Law of 5 Deadly Sins

Overambition

Most very painful

Arrogance

Bad to worse Ignorance

Abstinence

Serious for the majority

Fraudulence

Grave and getter graver

Law of the Mad Hatter

Panda’s Law

Panda’s Bear are few

Need to be nurtured

Lucky and Lousy 70% poorly skilled

Value Misunderstood

Only 8% have well defined values

Law of the Empty Chair

Law of the Tuxedo

Successful

Challenged45%

Failed

WaterfallSuccessful

Challenged

Failed

Pain Meter

The 10 Laws of CHAOS

1. Law of the Two Faces

2. Cheetah’s Law

3. Law of the Roads

4. Law of the Long-tailed Monster

5. Law of the 5 Deadly Sins

6. Law of the Mad Hatter

7. Panda’s Law8. Law of the Empty Chair

9. Law of the Tuxedo

10. Law of the Fools

Cycle of Good

Project

Success

Expect toSucceed

Support

Interested

Cycle of Bad

Project

Failed

Expect to Fail

Non-Support

Disinterested

Cycles

Hard to Break Cycle of Bad

Pick safe projects

Create Small Wins

Hard to Stay in Cycle of Good

Good Measurements

Re-enforce behavior

IBEX HealthCheck

Based on a Real CompanyReader’s note: This assessment document

is given as an example of the type of HealthCheck assessment capabilities of

The Standish Group. This was an actualassessment, but the client’s name is not

IBEX and some of the attributes of the real

organization have been changed toprotect the confidentiality of the true

organization.

Report Outline

Introduction

Engagement Components

Rules of Engagement

Engagement Process

Overview of results

Success Factor Results

Observations

Recommendations

Next Steps 34

1. About IBEX

IBEX – Bank Mutual Service Firm

EFT Services POS & ATM

1,000 Members

$200,000 average fee

$20 Million Project Spending

$3 Million Average Cost

Project History

2. Motivation & Goal

5% Transaction fee reduction

Reduce operating costs

Increase transactions

Increase members

5% Features & Functions 5% project budget

$20 Million Budget37

3. Components

Plan & Prepare HealthCheck

Project Profiles

HealthCheck Workshops

Projects – Functions

Results Recommendations

Next Steps38

4. Rules of Engagement

Rule 1: There is no right or wrong answers.

Rule 2. Every person’s opinion counts.

Rule 3. Frank and honest answers only are to be given.

Rule 4. Each group 4 to 8 members

Rule 5. No workshop will last longer than one hour

Rule 6. What happens in the workshop stays in the workshop

Rule 7. All responses will be kept anonymous

Rule 8. Top of the mind answers for everyone – no hiding

Rule 9. Workshop is to work to building consensus

Rule 10. Facilitator makes final determination 39

Workgroups

Functional

Application Development

Business Operations Executives

Finance

Project Management

Sales & Marketing

Projects

ACH Upgrade

Customized limits

Fraud Detection

Gift Card Processing

Personalized ATM

SWIFT Interface

Engagement Process

Obtain Accurate Results

Common Understanding

Motivate Performance Improvement

Not Overwhelming

Support Decision Making

Determine Direction

Strengths

Weaknesses

Observations

23 Successful Projects

Clearly Defined, Small, No Executive

21 Failed Projects

Not Well Defined, Large & Complex

56 Challenged Projects

Broke along above lines

Recommendation

Next Steps

Team-Building Workshop

Executives & Stakeholders

Team Workers

Agile Optimization Workshops

For te last 40years IT has worked remove people out of te

process b aumaon,during te next 40years we wil be adding tem backin.

Project Pipelining

Hypothetical Question!

Is it better to do:

the wrongs things right?or

The right things wrong?

CHAOS Commandments

Cycle of Good

Project

Success

Expect toSucceed

Support

Interested

Jim Johnson Pmcongress 08

Documents

08-09-2011-14H30_PAUL JOHNSON

Jim Burke – CEO Johnson & Johnson “ You can’t have success without trust. The word trust embodies almost everything that you can strive for that will

August 9, 2018 - Johnson Outdoors · 2018-08-09 · successful business leadership: • SC Johnson • Johnson Financial Group • Johnson Outdoors. ... strong institutional knowledge

OOTFA · Holmes, Jim Famsey, Linda Danielsont Matt Willing, Tina Willing, Shorty Alien, Jim Motri¾ Bill Wilson, ChâZiie Johnson, We PO his brother Bill who Specials: Weaver, & Chase,

Tom Divita Beryl Dryden Jim Dunford Jane Fairall Debbie Johnson/Jay Carl Krouch/Phyllis

2017 California Literacy Symposium - Jim Johnson

Ben Stoppe Greg Johnson Jim Morton Tim Doherty Mike Hathaway Penn Shade Bill Wissman

Jim Johnson

The Berridge BYLINE - Johnson Roofing · Austin, TX WESTOVER HILLS CHURCH OF CHRIST Austin, TX WESTOVER HILLS CHURCH ARCHITECT: Jim Whitten Roof Consultants, Austin, TX G.C.: Johnson

No. 08-6925, Johnson v. United States

On The Move FINAL color version.pdf · Jim Meyer, Tyler Johnson Kameron Johnson (on-call) Rodney Johnson (AARP Title 5) Board of Directors and Staff Southside Community Center A non-profit

Jim Clark and Samantha Johnson Arroyo High School San Lorenzo Unified School District ... · 2016-04-14 · Jim Clark and Samantha Johnson Arroyo High School San Lorenzo Unified School

Jim Johnson - University of Houston Johnson University of Houston 2001-present School of Theatre & Dance ... Estill Voice Training System, Phoenix, AZ, January 2004: Joe Estill & Dr

the LONG RUN · Jon Cornick Lyn Hale Don Johnson Jim Kelleher John O’Neill Micky Simpson Committees Mailing: Jim Beckenhaupt 636-2696 Calendar: Dave Sorenson* Course Marking: Travis

Allard, Dolores & Norm · Johnson, Gena Lee & Donald . Jones, Kathy & Jim . Joseph, Farris & Sandy Patton

InterlocalCooperative Contract with New Braunfels ... · • EAA Attendees : Geary Schindel, Steve Johnson, Jim Winterle, Jim Boenig, Marcus Gary, Jennifer Adkins, Julia Carrillo,

Johnson Space Center Roundup 2012-08

Venus Transit - 2012 The last one of YOUR lifetime… Jim Wessel Johnson Space Center Astronomical Society

October 08 Business Builder Directors IV Jim & Sharole Beckman

Johnson & Johnson Goes Solar with SunPower’s … · 2016-08-02 · CASE STUDY Information ... Johnson & Johnson Goes Solar with SunPower’s Advanced Technology Johnson & Johnson