Wh G d PWh G d PWhy Good Processes Why Good Processes G B dG B dGo Bad: Go Bad: 

ddA Case StudyA Case Study

Doug Nufer PMP MBADoug Nufer PMP MBADoug Nufer, PMP, MBADoug Nufer, PMP, MBAProgram ManagerProgram ManagerJune 7, 2012June 7, 2012June 7, 2012June 7, 2012

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AgendaAgendaAgendaAgenda

IntroductionIntroductionCase Study Case Study Factors that Contribute to Process FailureFactors that Contribute to Process FailureWays to Avoid FailureWays to Avoid FailureWays to Avoid FailureWays to Avoid FailureConclusionConclusionQ & AQ & A

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IntroductionIntroduction

The Need for ProcessesThe Need for ProcessesThe Need for ProcessesThe Need for ProcessesWithout formal, approved, processes, product Without formal, approved, processes, product releases would be managed by flyreleases would be managed by fly byby nightnightreleases would be managed by flyreleases would be managed by fly‐‐byby‐‐night, night, seatseat‐‐ofof‐‐thethe‐‐pants monitoring and direction pants monitoring and direction that would be haphazard at best guided bythat would be haphazard at best guided bythat would be haphazard at best, guided by that would be haphazard at best, guided by the loudest voice and the whims of the the loudest voice and the whims of the manager of the daymanager of the daymanager of the day.  manager of the day.  

In other words, it would be prone to a chaotic In other words, it would be prone to a chaotic b ib i l hl hbusinessbusiness‐‐asas‐‐usual approach.usual approach.

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Visual AnalogyVisual Analogygygy

VIDEOVIDEO –– Building Tangrams availableBuilding Tangrams available herehere (used the one 9(used the one 9ththVIDEO VIDEO  Building Tangrams available Building Tangrams available herehere (used the one 9(used the one 9one on that page).one on that page).

PurposePurpose –– The video shows the process of building tangramThe video shows the process of building tangramPurpose Purpose  The video shows the process of building tangram The video shows the process of building tangram puzzles, with each puzzle being a “project” that included:puzzles, with each puzzle being a “project” that included:

•• Requirements doc Requirements doc –– The puzzle’s name (note how limited the requirements The puzzle’s name (note how limited the requirements were)were)were)were)

•• Management dump Management dump –– Dropping pieces into playDropping pieces into play•• Chaotic start Chaotic start –– Pieces laying scatteredPieces laying scattered•• TeamworkTeamwork –– Hands/fingers working franticallyHands/fingers working frantically•• Teamwork Teamwork –– Hands/fingers working franticallyHands/fingers working frantically•• QA QA –– FineFine‐‐tuning and adjusting pieces’ layouttuning and adjusting pieces’ layout•• Comments: 1) Notice the picture at the end after all was done.  Would have Comments: 1) Notice the picture at the end after all was done.  Would have 

been nice to see what needed to be built at the beginning. 2) Notice only a briefbeen nice to see what needed to be built at the beginning. 2) Notice only a briefbeen nice to see what needed to be built at the beginning. 2) Notice only a brief been nice to see what needed to be built at the beginning. 2) Notice only a brief moment between projects to rest and reflect on a job well done. 3) Imagine moment between projects to rest and reflect on a job well done. 3) Imagine multitasking multiple projects at once…multitasking multiple projects at once…

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Case StudyCase Studyyy

Company:Company: Large software development corporation Large software development corporation p yp y g p pg p pCharacteristics:Characteristics: Divided into BUsDivided into BUsNeed:Need: Standardized means of monitoring product andStandardized means of monitoring product andNeed:Need: Standardized means of monitoring product and Standardized means of monitoring product and market readinessmarket readiness

Support:Support:Mandated by the EVP, critical to corporate Mandated by the EVP, critical to corporate Suppo t:Suppo t: a dated by t e , c t ca to co po atea dated by t e , c t ca to co po atesuccess, staffed, funded, communicatedsuccess, staffed, funded, communicated

Effectiveness:Effectiveness: Thorough, well thought out, relevantThorough, well thought out, relevantg , g ,g , g ,Reception:Reception: Product teams welcomed, Management Product teams welcomed, Management supportedsupported

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What was the process?What was the process?What was the process?What was the process?Phase Review Cycle ‐ PurposePhase Review Cycle  PurposeMonitor and control the flow of projects th h th d l t l dthrough the development cycle and establishment of sustaining marketing activitiesactivities

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What were the steps?What were the steps?What were the steps?What were the steps?Phase Review Cycle ‐ Process Charter – Perform research of the technology

Proposal – Data‐driven product scope recommendation

Commit – Review plans for development and business fit

Interlock – Cross reference against dependent projects

l d i i b d Beta – Include inspection by customers  and partners

General Availability – Completed product ready for sale

Measure – Compare actual sales against projections Measure – Compare actual sales against projections

Evaluate – Determine timing and plan for EOL

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Case Study: End ResultCase Study: End Resultyy

In less time than it took to develop the new In less time than it took to develop the new ppprocess, the implementation collapsed and the process, the implementation collapsed and the process was set asideprocess was set asidepp

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Case Study: End ResultCase Study: End Resultyy

In a word:In a word: FailureFailureIn a word:  In a word:  FailureFailure

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Case StudyCase Studyyy

Question of the Day:Question of the Day:

WHY DID THIS FAIL?!?WHY DID THIS FAIL?!?WHY DID THIS FAIL?!?WHY DID THIS FAIL?!?

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Factors that Contribute to FailureFactors that Contribute to FailureFactors that Contribute to FailureFactors that Contribute to Failure

The Dirty DozenThe Dirty Dozen

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Factors that Contribute to FailureFactors that Contribute to FailureFactors that Contribute to FailureFactors that Contribute to Failure

1) Lack of Enforced Behaviors1) Lack of Enforced Behaviors BUs could use or avoid stepsBUs could use or avoid steps No standard approachNo standard approach No meshing of Phase Review process and No meshing of Phase Review process and 

BUsBUs

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Factors that Contribute to FailureFactors that Contribute to FailureFactors that Contribute to FailureFactors that Contribute to Failure

2) Lengthy Rollout Coupled 2) Lengthy Rollout Coupled ) g y p) g y pwith “Grandfathering”with “Grandfathering”

It’s coming…it’s coming…it’s still coming…It’s coming…it’s coming…it’s still coming… Already started?  Just keep going status Already started?  Just keep going status y p g gy p g g

quo…quo…

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Factors that Contribute to FailureFactors that Contribute to FailureFactors that Contribute to FailureFactors that Contribute to Failure

3) Executives Lacked 3) Executives Lacked AdherenceAdherence

Officially supported not followed inOfficially supported not followed in Officially supported, not followed in Officially supported, not followed in practicepractice

Executives mandated preExecutives mandated pre approvalapproval Executives mandated preExecutives mandated pre‐‐approvalapproval

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Factors that Contribute to FailureFactors that Contribute to FailureFactors that Contribute to FailureFactors that Contribute to Failure

4) No Clear Ownership4) No Clear Ownership) p) p Key roles were undefined wrt “who”Key roles were undefined wrt “who” Leadership was “partLeadership was “part time”time” Leadership was  partLeadership was  part‐‐timetime

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Factors that Contribute to FailureFactors that Contribute to FailureFactors that Contribute to FailureFactors that Contribute to Failure

5) Leadership Delegated to 5) Leadership Delegated to NonNon‐‐OrganizationallyOrganizationally‐‐Focused PersonnelFocused PersonnelFocused PersonnelFocused Personnel

PTL: PM vs. PjMPTL: PM vs. PjM

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Factors that Contribute to FailureFactors that Contribute to FailureFactors that Contribute to FailureFactors that Contribute to Failure

6) No Templates, 6) No Templates, Standards, or SamplesStandards, or Samples

Cited forms without providing outlinesCited forms without providing outlines Cited forms without providing outlinesCited forms without providing outlines Agendas were up to the BUsAgendas were up to the BUs

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Factors that Contribute to FailureFactors that Contribute to FailureFactors that Contribute to FailureFactors that Contribute to Failure

7) Lacked Distinct Deliverables7) Lacked Distinct Deliverablesd d d d l bl hd d d d l bl h Named recommended deliverables without a Named recommended deliverables without a 

clear listclear list Wanted to provide “a process” not “mandateWanted to provide “a process” not “mandate Wanted to provide  a process  not  mandate Wanted to provide  a process  not  mandate 

tools”tools”

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ActivityActivityActivityActivityOperation: TangramOperation: TangramPurpose Purpose ‐‐ Demonstrate the impact of being given an Demonstrate the impact of being given an 

assignment without specific instructions, examples or assignment without specific instructions, examples or templatetemplatetemplate.template.

Execution Execution –– 4 volunteers were divided into 2 teams with each person given a tangram puzzle. 4 volunteers were divided into 2 teams with each person given a tangram puzzle. 

Phase 1: Phase 1: Each team was told to use their puzzles to “build an animal” Each team was told to use their puzzles to “build an animal” i h l 1 l i l d i 30 d li h l 1 l i l d i 30 d l Phase 1:Phase 1: No guidanceNo guidancewith only 1 puzzle per animal, and given 30 seconds to plan with only 1 puzzle per animal, and given 30 seconds to plan 

and 2 minutes to execute.  Each team built 2 animals and 2 minutes to execute.  Each team built 2 animals –– “1 “1 animal per puzzle” without realizing both teammates were to animal per puzzle” without realizing both teammates were to build the same animal, such that each team had built “an build the same animal, such that each team had built “an animal.”  Completion time: ~90 sec.animal.”  Completion time: ~90 sec.

Phase 1:  Phase 1:  No guidance.No guidance.

Phase 2: Phase 2: Each team was given a card with a silhouette of the puzzle they Each team was given a card with a silhouette of the puzzle they were to solve, thus receiving instructions via a “template” of were to solve, thus receiving instructions via a “template” of sorts. Teammates helped each other solve the puzzle and sorts. Teammates helped each other solve the puzzle and build identical images each.  Completion time: ~1 min.build identical images each.  Completion time: ~1 min.

Ph 3Ph 3 E h t i d ith ilh tt th t h d hitE h t i d ith ilh tt th t h d hit

Phase 2: Phase 2:  “Template”:“Template”:

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Phase 3: Phase 3: Each team was given a card with a silhouette that had white Each team was given a card with a silhouette that had white lines showing specifically where each puzzle piece was to be lines showing specifically where each puzzle piece was to be laid, thus receiving not just a template, but a sample of a laid, thus receiving not just a template, but a sample of a “good job” to work against.  Completion time: 30 seconds.“good job” to work against.  Completion time: 30 seconds.

Phase 3: Phase 3:  “Good Job”:“Good Job”:

Factors that Contribute to FailureFactors that Contribute to FailureFactors that Contribute to FailureFactors that Contribute to Failure

8) Overemphasis of 8) Overemphasis of Si tSi tSignaturesSignatures

More physical space on the forms reserved More physical space on the forms reserved f i h h df i h h dfor signatures than other datafor signatures than other data

Became the battle cry of the paranoidBecame the battle cry of the paranoid

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Factors that Contribute to FailureFactors that Contribute to FailureFactors that Contribute to FailureFactors that Contribute to Failure

9) Required a Cultural 9) Required a Cultural ChangeChangeChangeChange

Avoided communicating this point Avoided communicating this point  Claimed it was essentially “business as Claimed it was essentially “business as 

usual”  to minimize resistanceusual”  to minimize resistance

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Factors that Contribute to FailureFactors that Contribute to FailureFactors that Contribute to FailureFactors that Contribute to Failure

10) Overstressed the Business 10) Overstressed the Business while Ignoring the Productwhile Ignoring the ProductM i f d b i diM i f d b i di Meetings focused on business readinessMeetings focused on business readiness

Product readiness was glanced overProduct readiness was glanced over

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Factors that Contribute to FailureFactors that Contribute to FailureFactors that Contribute to FailureFactors that Contribute to Failure

11) Changed Key Terms11) Changed Key Terms) g y) g y Changed names of development phasesChanged names of development phases All aspects seemed like a new worldAll aspects seemed like a new world All aspects seemed like a new worldAll aspects seemed like a new world

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Factors that Contribute to FailureFactors that Contribute to FailureFactors that Contribute to FailureFactors that Contribute to Failure

12) A Perception of “Too 12) A Perception of “Too Many Secrets”Many Secrets”I it d l “ i il d f ”I it d l “ i il d f ” Invited only a “privileged few”Invited only a “privileged few”

Results not forwarded to the teamsResults not forwarded to the teams

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SummarySummarySummarySummary

This was a good process that was This was a good process that was b h d d d db h d d d dboth mandated and wanted. both mandated and wanted. 

Fine tuning it and its deliveryFine tuning it and its deliveryFine tuning it and its delivery Fine tuning it and its delivery could have saved it.could have saved it.

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Ways to Avoid FailureWays to Avoid FailureWays to Avoid FailureWays to Avoid Failure

1) Formalize the Process & 1) Formalize the Process & ))its Structureits Structure

Don’t be afraid to mandateDon’t be afraid to mandate

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Ways to Avoid FailureWays to Avoid FailureWays to Avoid FailureWays to Avoid Failure

2) Allow Approved 2) Allow Approved ) pp) ppAdaptationsAdaptations

Mandate that a “flavor” be carried outMandate that a “flavor” be carried out

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Ways to Avoid FailureWays to Avoid FailureWays to Avoid FailureWays to Avoid Failure

3) Actually Follow the 3) Actually Follow the ProcessProcess

Ensure Upper Management SupportEnsure Upper Management Support Ensure Upper Management SupportEnsure Upper Management Support Keep Grandfathering to a MinimumKeep Grandfathering to a Minimum

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Ways to Avoid FailureWays to Avoid FailureWays to Avoid FailureWays to Avoid Failure

4) Clarify Expectations4) Clarify Expectations Generate Detailed TemplatesGenerate Detailed Templates Assign Distinct Owners to DeliverablesAssign Distinct Owners to Deliverables Assign Distinct Owners to DeliverablesAssign Distinct Owners to Deliverables Where Possible, Use Current ToolsWhere Possible, Use Current Tools

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Ways to Avoid FailureWays to Avoid FailureWays to Avoid FailureWays to Avoid Failure

5) Effective Leadership5) Effective Leadership Go with Strengths, Not PoliticsGo with Strengths, Not Politics

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Ways to Avoid FailureWays to Avoid FailureWays to Avoid FailureWays to Avoid Failure

6) Stick with Terms that 6) Stick with Terms that Make SenseMake SenseA oid C te or Neb lo s TermsA oid C te or Neb lo s Terms Avoid Cute or Nebulous TermsAvoid Cute or Nebulous Terms

Play to the Corporate Cultural StrengthsPlay to the Corporate Cultural Strengths

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Ways to Avoid FailureWays to Avoid FailureWays to Avoid FailureWays to Avoid Failure

7) Streamline7) Streamline)) Condense the Phases to the CriticalCondense the Phases to the Critical Weave in with Other EffortsWeave in with Other Efforts Weave in with Other EffortsWeave in with Other Efforts

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Ways to Avoid FailureWays to Avoid FailureWays to Avoid FailureWays to Avoid Failure

8) Review Necessities8) Review Necessities Product Reviews Should Review the Product Reviews Should Review the 

ProductProductProductProduct Don’t overlook the product while focusing on the Don’t overlook the product while focusing on the 

business, and vice versebusiness, and vice verse

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Ways to Avoid FailureWays to Avoid FailureWays to Avoid FailureWays to Avoid Failure

9) Focus on the Objective9) Focus on the Objective DeDe‐‐emphasize Procedureemphasize Procedure Focus on the dataFocus on the data Use the Procedure as a Means of Obtaining or Use the Procedure as a Means of Obtaining or 

Discussing the DataDiscussing the Data

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Ways to Avoid FailureWays to Avoid FailureWays to Avoid FailureWays to Avoid Failure

10) Include Accountability10) Include Accountability) y) y Must Have TeethMust Have Teeth

M difi ti M t Still B M d t dM difi ti M t Still B M d t d Modifications Must Still Be MandatedModifications Must Still Be Mandated

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Ways to Avoid FailureWays to Avoid FailureWays to Avoid FailureWays to Avoid Failure

11) Prepare, Prepare For, and 11) Prepare, Prepare For, and Manage the Cultural ShiftsManage the Cultural Shifts

New processes introduce a new way ofNew processes introduce a new way of New processes introduce a new way of New processes introduce a new way of life in either minor or major wayslife in either minor or major waysSt d “M i O i ti lSt d “M i O i ti l Study up on “Managing Organizational Study up on “Managing Organizational Change”Change”

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Ways to Avoid FailureWays to Avoid FailureWays to Avoid FailureWays to Avoid Failure

12) Facilitate Getting Teams 12) Facilitate Getting Teams to Own the Processto Own the Process

Few Follow “Someone Else’s” ProcessFew Follow “Someone Else’s” Process Inconvenient IntrusionInconvenient Intrusion Someone Else’s ProblemSomeone Else’s Problem

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Success FactorsSuccess FactorsSuccess FactorsSuccess Factors

Best Processes: Seem Like a Natural FitSeem Like a Natural FitQuickly Understood Simple Deliverables & Expectations Simple Deliverables & Expectations Don’t Threaten Authority or Autonomy Include Templates & Examples Include Templates & Examples Has Support from Top Down & Bottom Up

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SummarySummarySummarySummary

Never assume a well‐thought, needed process will simply take holdp y

New processes need to be:

Nurtured MandatedNurtured Mandated

Controlled Enforced

C d l d Gi Ti E lCudgeled Given Time to Evolve

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Additional QuestionsAdditional QuestionsAdditional QuestionsAdditional Questions

Q & AQ & A

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Additional QuestionsAdditional QuestionsAdditional QuestionsAdditional Questions

Afterward, the question was asked how to best help your organization realize they have an ineffective or overbearing process. The answer depends largely on the organization’s culture, maturity level, politics, and a host of other factors One approach that may work is to notand a host of other factors. One approach that may work is to not just point out the problem, but also recommend a solution that either streamlines, fine tunes, or simplifies situation. Pointing out a problem without providing a reasonable solution can come across as whining not winning Regarding “who” to give the feedback to alsowhining, not winning. Regarding who to give the feedback to, also depends on the organization. In some cases, it can go directly to those responsible for the process. Most often, the safest route is to go up your own management chain. Your manager should want to h l b f l d i l bl l tihelp you be successful, and passing along reasonable solutions can do that, as well as “win points” for both you and your manager.

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Thank YouThank YouD N f PMP MBAD N f PMP MBADoug Nufer, PMP, MBADoug Nufer, PMP, MBADNufer@Gmail.comDNufer@Gmail.comI tI t T FT FInventor, Inventor, Tangram FuryTangram Fury

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