©Copyright 2003 Project Expertise Pty Ltd - PMI Honolulu Chapter – March Increase the Likelihood of Project Success by Collaboratively Defining Intangible Project Outcomes Kersti Nogeste Principal Consultant Project Expertise Pty Ltd Melbourne, Australia & Doctor of Project Management candidate RMIT University, Melbourne, Australia

©Copyright 2003 Project Expertise Pty Ltd - PMI Honolulu Chapter – March Overview Planning for Project Success Outcome Profile Collaborative Method for Defining Intangible Project Outcomes Summary

©Copyright 2003 Project Expertise Pty Ltd - PMI Honolulu Chapter – March Project stakeholders assess project success from their own perspective Collaborative definition of objectives and outcomes increases likelihood of common agreement about project success Project outputs, resources and activities aligned to objectives and expected outcomes Planning for Project Success

©Copyright 2003 Project Expertise Pty Ltd - PMI Honolulu Chapter – March Strategic Organisational Objectives Project Objectives Intangible Tangible Project Outcomes Outcomes Project Outputs Project Activities & Resources Alignment - Planning for Project Success

©Copyright 2003 Project Expertise Pty Ltd - PMI Honolulu Chapter – March Definitions Tangible –Primary value is physical and quantifiable Intangible –Non-physical, primary value is intellectual Outcome –A result or consequence e.g. a change of significance to the community Output –Product, service

©Copyright 2003 Project Expertise Pty Ltd - PMI Honolulu Chapter – March Strategic Organisational Objectives Project Objectives Intangible Tangible Project Outcomes Outcomes Project Outputs Project Activities & Resources Alignment - Planning for Project Success

©Copyright 2003 Project Expertise Pty Ltd - PMI Honolulu Chapter – March Outcome Profile Name Definition Statement Owner (Beneficiary) Benefit Description Benefits Realisation Schedule Roles and Responsibilities Measures Project Outputs Dependencies Risk Assessment Financial Summary

©Copyright 2003 Project Expertise Pty Ltd - PMI Honolulu Chapter – March Collaborative Method for Defining Intangible Project Outcomes 1.Identify Stakeholders 2.Introductory Stakeholder Meeting 3.Stakeholder Workshop a.Identify Tangible Project Outcomes b.Identify Project Outputs c.Identify & Prioritise Intangible Project Outcomes d.Define Intangible Project Outcomes 4.Link Intangible Outcomes to Outputs 5.Define/Review Project Outputs

©Copyright 2003 Project Expertise Pty Ltd - PMI Honolulu Chapter – March Identify Stakeholders Project Sponsor Project Steering Committee Project Resource Managers Operations Representatives

©Copyright 2003 Project Expertise Pty Ltd - PMI Honolulu Chapter – March Introductory Stakeholder Meeting Agenda Alignment of Outcomes and Outputs Project Success partly dependent on intangible project outcomes Outcome Profiles can define project outcomes Stakeholder Workshop –date, time and duration

©Copyright 2003 Project Expertise Pty Ltd - PMI Honolulu Chapter – March Stakeholder Workshop Identify tangible project outcomes –Gain stakeholder focus Identify project outputs –Tangible, Physical, Quantifiable –Product, Service

©Copyright 2003 Project Expertise Pty Ltd - PMI Honolulu Chapter – March Identify Intangible Outcomes Leadership Reputation Innovation Knowledge Communications Culture/Values Processes Relationships Prioritise Intangible Outcomes Stakeholder Workshop

©Copyright 2003 Project Expertise Pty Ltd - PMI Honolulu Chapter – March Strategic Organisational Objectives Project Objectives Intangible Tangible Project Outcomes Outcomes Project Outputs Project Activities & Resources Alignment - Planning for Project Success

©Copyright 2003 Project Expertise Pty Ltd - PMI Honolulu Chapter – March Define Priority Intangible Outcomes Name Definition Statement Owner Benefit Description Benefits Realisation Schedule Roles and Responsibilities Measures Project Outputs Dependencies Risk Assessment Financial Summary Stakeholder Workshop

©Copyright 2003 Project Expertise Pty Ltd - PMI Honolulu Chapter – March Define Project Knowledge Outcomes Name Definition Statement –Explicit and/or Tacit –“Quick Hits” ? Owner (Beneficiary) –Knowledge Workers Benefit Description –Strategic and/or Operational

©Copyright 2003 Project Expertise Pty Ltd - PMI Honolulu Chapter – March Define Project Knowledge Outcomes Benefits Realisation Schedule –During and/or After Project Roles & Responsibilities –e.g. Knowledge Sharing Roles Measures –Anecdotal (ad hoc) –Quantitative –Qualitative e.g. focus groups, case studies

©Copyright 2003 Project Expertise Pty Ltd - PMI Honolulu Chapter – March Define Project Knowledge Outcomes Project Outputs –Lessons Learned –Project Profile –Personnel Contact Details Project and Non-Project –Learning Contracts –Contractors’ Exit Plans

©Copyright 2003 Project Expertise Pty Ltd - PMI Honolulu Chapter – March Define Project Knowledge Outcomes Dependencies –Access to Operational Personnel –Communication Competencies Risk Assessment –Description –Effect –Severity x Probability = Risk –Mitigation/Contingency –Residual Risk Financial Summary

©Copyright 2003 Project Expertise Pty Ltd - PMI Honolulu Chapter – March Link Project Outcomes to Outputs Outcome 3 Outcome 4 Outcome 5 Outcome 2 Outcome 1 O1 O2 O3 O4 D1 D2 D3 D4 Operational Outputs Project Outputs Outcome Definition Statement Project Outcome

©Copyright 2003 Project Expertise Pty Ltd - PMI Honolulu Chapter – March Define/Review Project Outputs Description –purpose, format, content, audience Activities Resources Schedule Budget

©Copyright 2003 Project Expertise Pty Ltd - PMI Honolulu Chapter – March Increase the Likelihood of Project Success by Collaboratively Defining Intangible Project Outcomes Alignment –Project Outcomes and Project Outputs Outcome Profiles Collaborative Method Define/Review Project Outputs