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Valis HoustonAcacia PM Consulting
Copyright 2008 Acacia PM Consulting. All rights reserved. 1
Presented to ASEE – Dallas SPIN
AgendaIntroduction to ScubaPrepare to Dive! (Planning)Breathing Underwater (Execution)How much oxygen is left? How far away
is the surface? (Metrics)When swimming with really big ugly scary
Sharks (Risk Management)But there’s an “I” in “Dive buddy” (Team
Dynamics)Becoming a Dive Master (Leadership and
being a better PM)Copyright 2008 Acacia PM Consulting. All rights reserved. 2
Introduction to ScubaSCUBA (Self-Contained Underwater
Breathing Apparatus)Physical LimitationsThings that can go wrongWhy do it?
Copyright 2008 Acacia PM Consulting. All rights reserved. 3
Prepare to Dive! (Planning)General--later, President--Dwight Eisenhower put it, “In
preparing for battle, I have always found that plans are useless but planning is indispensable.”
Use Historical information from past projects to assist in the planning of your projects
Know your boundaries / constraints Situational Personal/team
Include team members in the creation of tasks/schedule
Copyright 2008 Acacia PM Consulting. All rights reserved. 4
Prepare to Dive! (Planning) Gain commitment and ensure that the person doing
the work has an understanding of tasks Communication
Agree beforehand on methods of communication for stakeholders Stakeholders => not just the project team, but impacted departments, end users, “THE” person responsible for project funding, etc.
Standardization
Copyright 2008 Acacia PM Consulting. All rights reserved. 5
Breathing Underwater (Execution) Manage pieces of the project (work packages)
instead of attempting to manage the entire project at once
Immediately resolve issues / clear your team’s path of obstacles
Scope change is difficult to managemid-stream. The later the changes come, the greater the confusion & impact. Anticipate late changes!
Copyright 2008 Acacia PM Consulting. All rights reserved. 6
Breathing Underwater (Execution) PM should ask questions, but spend more time
listening to your team! Make notes of what happened …
what happened well and what can be improved upon in the future
Keep the goals of the project in sightfor ALL decisions
Copyright 2008 Acacia PM Consulting. All rights reserved. 7
How much oxygen is left? (Metrics) Reactive (Historical) metrics – after a problem
has occurred
Proactive/Predictive metrics – Performance Management (EVM) – allows you to foresee the problem coming and act accordingly via extrapolation
Copyright 2008 Acacia PM Consulting. All rights reserved. 8
11 17
34 39
6577
8491
101116
98112
126140
154168
182196
210224
238252
156169
182195
208221
234247
260273
286299
143
285
266
0
50
100
150
200
250
300
3/8/
2004
3/10
/2004
3/12
/2004
3/14
/2004
3/16
/2004
3/18
/2004
3/20
/2004
3/22
/2004
3/24
/2004
3/26
/2004
3/28
/2004
3/30
/2004
4/1/
2004
4/3/
2004
4/5/
2004
Actual Planned
Total Projected
Metrics
Copyright 2008 Acacia PM Consulting. All rights reserved. 9
1117
34 39
6577
8491
101
116
144
161 165
98
112
126
140
154
168
182
196
210
224
238
252
190201
212223
234245
256267
278289
143
179
285
266
300
0
50
100
150
200
250
300
3/8/
2004
3/10
/2004
3/12
/2004
3/14
/2004
3/16
/2004
3/18
/2004
3/20
/2004
3/22
/2004
3/24
/2004
3/26
/2004
3/28
/2004
3/30
/2004
4/1/
2004
4/3/
2004
4/5/
2004
Actual Planned
Total Projected
Metrics
Copyright 2008 Acacia PM Consulting. All rights reserved. 10
1117
3439
6577
8491
101
116
144
161165
233233
98
112
126
140
154
168
182
196
210
224
238
252261
281
143
179
180184
195
230233
250
251
285
266 271
0
50
100
150
200
250
300
Actual Planned
Total Projected
Metrics
Copyright 2008 Acacia PM Consulting. All rights reserved. 11
How far away is the surface? (Metrics)
Doesn’t need to be called Earned Value. Stakeholders and team members are not impressed with PM lingo
Purpose is to QUICKLY highlight a problem
Then perform Root-cause analysis (Fish-bone diagrams)
Copyright 2008 Acacia PM Consulting. All rights reserved. 12
When swimming with really big ugly scary Sharks (Risk Management)
Unclear dependencies (beware the empty white spaces on the Org chart)
Do not ignore Uncertainty
Know each Risk’s trigger and contingency plan
Copyright 2008 Acacia PM Consulting. All rights reserved. 13
But there’s an “I” in “Dive buddy” (Team Dynamics)
Limit the number of simultaneous tasks that an individual is working on
Develop leaders and mentors within your team
People are the key to the success of your project
Copyright 2008 Acacia PM Consulting. All rights reserved. 14
But there’s an “I” in “Dive buddy” (Team Dynamics)
Resources are limited. Over-allocating (above 100%) is probably a bad thing.
High degree of cooperation and collaboration
People are the key to the success of your project
Copyright 2008 Acacia PM Consulting. All rights reserved. 15
Becoming a Dive Master (Leadership and becoming a better PM)
Empowerment – Does not tell people how to do their jobs
Sets a tone of trust, high expectations and enjoyment
Has high expectations of themselves and their team
Leads by example (makes things happen)
Able to cope with constantly changing conditions
Copyright 2008 Acacia PM Consulting. All rights reserved. 16
Becoming a Dive Master (Leadership and being a better PM)
Gain experience – challenging projects Get certified – PMP, 6 sigma Find a mentor Be a mentor/teacher Volunteer – Be active in your profession Read / Webinars Never stop learning
Copyright 2008 Acacia PM Consulting. All rights reserved. 17