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2. 2 How to Rescue Sick Projects Frank Howard, PMP TRSC/Robbins-Gioia, LLC 703 767-1220 Frank.Howard@robbinsgioia.com

3. Jan 19, 2006 3 What is a Sick Project? A Project that can not seem to get started A Project that is breaching thresholds – Over cost – Over budget – Under performing A Project that is being deserted by stakeholders

4. Jan 19, 2006 4 Should We Rescue this Project? Is the function still needed? Are there still sponsors? Do we have the time/resources to help? Is recovery possible? If not, Put the project out of its misery!

5. Jan 19, 2006 5 How can we rescue these projects? Approach the problem like a doctor! Collect project’s vital signs Form a diagnosis Prescribe a treatment Monitor progress Adjust as necessary

6. Jan 19, 2006 6 Vital Signs Basic measures of health – Cost – Schedule – Performance Stakeholders – Expectations – Circumstances

7. Jan 19, 2006 7 Symptoms Where does it hurt? – Cost – Schedule – Performance – Operations and Maintainability – Stakeholders Expectations vs. Reality

8. Jan 19, 2006 8 Diagnosis Core project causes – Vaulted expectations – Poorly defined requirements – Loss of baseline – Uncontrolled costs – Uncontrolled schedule Poor/missing management Combinations of the above

9. Jan 19, 2006 9 Vaulted Expectations Double speak – White lies Tomorrow is new day The sky is the limit It slices, it dices,... it does windows! I know that you don’t care, but...

10. Jan 19, 2006 10 Poorly Defined Requirements Ambiguous Not testable Not documented Not sponsored Unachievable Unnecessarily complex

11. Jan 19, 2006 11 Requirements An agreed upon set of needed testable functions Stakeholder Buy-in Testable through: Test Demonstration Similarity Inspection

12. Jan 19, 2006 12 Loss of baseline Contract baseline – Casual direction Technical baseline – Uncontrolled changes Functional baseline – Stakeholder creep Test baseline – Problems upon problems

13. Jan 19, 2006 13 Uncontrolled Costs Cost multipliers – Uncontrolled baseline changes – Administrative confusion – “Club Program Office” travel – We can go faster, farther, higher, lower, bigger, smaller.... – It will just take a little longer

14. Jan 19, 2006 14 Poor/Missing Management No processes No decisions Tyrannical Bureaucratic bottlenecks Go with the flow Consensus rules

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16. Jan 19, 2006 16 Baseline Control Tools Contract baseline – Contracting Officer Technical baseline – Change Control Board Functional baseline – Change Control Board Test baseline – Structured testing – Functional Configuration Audits – Physical Configuration Audits

17. Jan 19, 2006 17 Cost Control Tools Cost controls – Earned value management processes – Specific spending limits, no exceptions – Program Office discipline – Performance based reimbursement – Restricted travel, each trip and traveler justified – How good is enough?

18. Jan 19, 2006 18 Managed Expectations Say what you mean – No sugar coatings Keep your promises Limit project to achievable goals Don’t oversell goals Obtain Stockholder buy-in

19. Jan 19, 2006 19 Management Use management tools – Risk management – Earned Value management Cost performance baseline Integrated Master Schedules – Configuration management – Communications management Identify and track management metrics Accept the responsibility for failure Use structured testing techniques

20. Jan 19, 2006 20 Treatment Strategies New Program Plan Start with the simple solutions Monitor results closely and frequently – Inch-Stones – Instill schedule and cost discipline in all project participants Recognize success Make failure distasteful

21. Jan 19, 2006 21 How do we determine treatment? Realistic assessment of current project status – What is possible? Compare current status to expectations – Is the “possible” enough in the interim Identify all gaps – Develop logical plan to fill gaps after project is back on track Learn the “Art of the possible”

22. Jan 19, 2006 22 What is the treatment? The “Art of the possible” A realistic course of action – Expectation Management Crawl before you walk Each Small step is a big thing – Effective use of management tools Risk Management Earned Value Management – Cost Performance Baseline – Integrated Master Schedules Configuration Management Communications Management – Get Stakeholder buy-in before you implement

23. Jan 19, 2006 23 Monitor Treatment Progress Implement treatment Keep your finger on the pulse Frequent reports to all stakeholders – Generate enthusiasm for small steps – Integrate Stakeholders into the solution Claim success upon success – Realistic Cost, Schedule, and Performance baselines – It Pays to Advertise

24. Jan 19, 2006 24 Release Project into Normal Management Processes The program is healthy when it has: – A documented achievable plan – Is demonstrating successes – Shows competent Management oversight – Has a satisfied stakeholder base

25. Jan 19, 2006 25 Take Aways Primary areas of failure – Vaulted expectations – Requirements definition – Baseline control – Cost control Primary remedies – Strong consistent management control – Realistic program goals, met on time, within cost

26. Jan 19, 2006 26 Any Questions