Forum Safran 2013

5 Immutable Principles of Project Success

Principles are Needed before Practices and Processes can be Successfully Applied

Do not undertake a project unless it is manifestly important and nearly impossible

Edwin Land, founder of Polaroid Corporation

Lessons learned from the cleanup of Americas most dangerous Nuclear Weapons Plan
Making the Impossible Possible, Kim Cameron and Marc Lavine, 2006

Four Quadrants of Improvement Guided by the Abundance Approach Collaborate Create

Control

Compete

Long Term

Flexibility for Change

New

Culture Type: Orientation: Leader Type: Value Drivers: Theory of Effectiveness: Culture Type: Orientation: Leader Type: Value Drivers: Theory of Effectiveness:
Incremental

CLAN COLLOABORATE Facilitator Mentor Team builder Commitment Communication Development Human development and high commitment produce effectiveness HEIRARCHY CONTROL Coordinator Monitor Organizer Efficiency Timeliness Consistency and Uniformity Control and efficiency with capable processes produce effectiveness

Culture Type: Orientation: Leader Type: Value Drivers: Theory of Effectiveness: Culture Type: Orientation: Leader Type:

ADHOCRACY CREATE Innovator Entrepreneur Visionary Innovative outputs Transformational Agility Innovativeness, vision, and constant change produce effectiveness MARKET COMPETE Hard driver Competitor Producer

Internal Maintenance

External Positioning

Market share Value Drivers: Goal achievement Profitability

Theory of Effectiveness:

Aggressively competing and customer focus produce effectiveness

Fast

Stability Control

All Successful Projects Provide Credible Answers To These 5 Questions

1. What Does DONE Look Like? 2. How Do We Get to DONE? 3. Is There Enough Time, Resources, And Money To Get to DONE? 4. What Impediments Will Be Encountered Along The Way to DONE? 5. What Are The Units Of Measures For Progress To Plan for each Deliverable?
Performance-Based Project Management, Copyright Glen B. Alleman, 2012, 2013

What Does Done Look Like?

Develop a list of features or deliverables and describe the technical requirements for each of these deliverables Develop the interdependencies between these deliverables Develop a set of Needed Capabilities with Measures of Effectiveness and Measures of Performance

Done Provides the Capability to Do Something

19 October 1899 Robert Goddard decided that he wanted to "fly without wings" to Moon.

How Do We Get to Done Ontime and Onbudget?

Make a schedule for all the work to be performed Define packages of work for all the activities with deliverables defined as exit criteria Link the Significant Accomplishment and Accomplishment Criteria vertically First and then link the Work Packages horizontally

The schedule tells us the order of the planned work

The Schedule Shows Progress To Plan

Mission Capabilities

Technical Capabilities

Deliverables represent the required mission capabilities and its value as defined by the business and shared by the contractor team. When all deliverables and their Work Packages are complete, they are not revisited or reopened.
They are 100% done.

Work Packages

The progression of Work Packages defines the increasing maturity of the deliverables.
The mission value of the deliverables to the customer increases as Work Packages are completed.

Deliverables

Completion of Work Packages is represented by the Physical Percent Completion of the deliverables.
Either 0%/100% or Apportioned Milestones are used to state the completion of each Work Package.

The Schedule Connects Work to Deliverables

Vertical traceability AC SA PE Horizontal traceability WP WP AC
Significant Accomplishments Represent requirements that enable Capabilities.

Program Deliverables Define the maturity of a Capability at a point in time.

Accomplishment Criteria Exit Criteria for the Work Packages that fulfill Requirements.
Work Package Work Package Work Package Work Package Work Package Work Package

Work Package
Work package

Do We Have The Resources To Reach Done?

List the needed staff and materials for the project. Assign these staff and materials to the work packages Estimate the cost of the staff and materials and the impact of this variance on the total project cost and delivery schedule

We need the right people, with the right skills, at the right cost, at the right time to have any hope of project success

What Are The Impediments To Reaching Done?

Make a list of risks and rank them by priority. Assess impact on cost and schedule for each risk and the dependencies of these risks on external and internal drivers Assess the probability of occurrence and the probabilistic impact on cost and schedule impact, cost of handling, and cost of the residual risk after handling

Risk Reduction Activities

How Do We Measure Our Progress Toward Done?

Describe the outcomes of the work effort using language the customer understands Assign Technical Performance Measures to the Deliverables Assign Measures of Performance, Measures of Effectiveness, Key Performance Parameters, and Integrate these throughout the project

Measures Physical Percent Complete

The Core Problem in Project Management

Unmitigated risk is the primary source of Unanticipated growth in the Estimation at Complete
Risk Register is the source of all variance analysis Corrective actions needed to KEEP IT GREEN Risk Retirement planning starts with the Risk Register Our goal is to provide actionable information to the PM used to engage the contractor in a fact based discussion about program performance.
Rick Price, Senior Manager, Procurement and Subcontract Management Master Planning, Lockheed Martin, Denver, CO

We Must Reveal The Root Causes Of Program Performance Impacts

The Lens of the Performance Assessment

Unrealistic Performance Expectations, missing Measures of Effectiveness, and Measures of Performance

Unrealistic Cost and Schedule estimates based on inadequate risk adjusted growth models Inadequate assessment of risk and unmitigated exposure to these risks without proper handling plans Unanticipated Technical issues without alternative plans and solutions to maintain effectiveness

Cost and Schedule Impacts

The Five Principles Of Project Success

What does done look like?

How do we get there? Are there enough resources? What are impediments to progress?
How do we measure progress?

This is What DONE Looks Like

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