1. PROJECT(S) MANAGEMENT (From Failures To Successes) PRESENTED BY Richard Champney & Robert W. Kubacki Richard Champney & Robert Kubacki Copyright 2002, All rights reserved including copying or incorporating into any media. Copying permitted with permission of the authors. They may be contacted at thechamp@zoominternet.net or rwkubacki@aol.comthechamp@zoominternet.netrwkubacki@aol.com

2. Project(s) Management WHY DO IT?  Communication tool  Catch deviations in the project early  Everyone can be alerted to corrective action  A way to organize people into action Richard Champney & Robert Kubacki Copyright 2002, All rights reserved including copying or incorporating into any media. Copying permitted with permission of the authors. They may be contacted at thechamp@zoominternet.net or rwkubacki@aol.comthechamp@zoominternet.netrwkubacki@aol.com

3. Project(s) Management Every project begins with:  Wrong assumptions  Limited information  The mistaken belief that the budget will be met  The mistaken belief that the schedule will be met  The mistaken belief that staffing needs will be met Richard Champney & Robert Kubacki Copyright 2002, All rights reserved including copying or incorporating into any media. Copying permitted with permission of the authors. They may be contacted at thechamp@zoominternet.net or rwkubacki@aol.comthechamp@zoominternet.netrwkubacki@aol.com

4. Project(s) Management TERMINOLOGY Dependencies Gates Reviews Critical Path Team Identity Team Goals Conflict Management Risk Management Team Sales & Marketing Technical Leadership Richard Champney & Robert Kubacki Copyright 2002, All rights reserved including copying or incorporating into any media. Copying permitted with permission of the authors. They may be contacted at thechamp@zoominternet.net or rwkubacki@aol.comthechamp@zoominternet.netrwkubacki@aol.com

5. PROJECT(S) MANAGEMENT TEAM LEADERSHIP A project team leader needs to:  Manage people who do not work for you  Describe problems without punishment  Respond to crisis and success evenhandedly  Help each team member so that the team succeeds  Make tough decisions Richard Champney & Robert Kubacki Copyright 2002, All rights reserved including copying or incorporating into any media. Copying permitted with permission of the authors. They may be contacted at thechamp@zoominternet.net or rwkubacki@aol.comthechamp@zoominternet.netrwkubacki@aol.com

6.  P…rocess  R…elationship management  O…utcomes  J…ournal  E…xpertise required  C…ommunication  T…eam  (S)…ponsor(s)’ commitment Project(s) Management Key Elements: Richard Champney & Robert Kubacki Copyright 2002, All rights reserved including copying or incorporating into any media. Copying permitted with permission of the authors. They may be contacted at thechamp@zoominternet.net or rwkubacki@aol.comthechamp@zoominternet.netrwkubacki@aol.com

7.  Money  Whoever has the gold make the rules  Technical Talent available and committed  Non-technical talent available and committed  Outcome specificity  Timeframe parameters are clear  Resource availability & accessibility  Project plan  Project assessment and evaluation tools  Sponsor (high level & committed)  Political Savvy  Team building  Have fun  Diversity of the team  Clear and challenging purpose and outcomes  Sense of accomplishment  Right members on the team  Leadership  Openness and flexibility  Resistance & enthusiasm management  Competing interests for resources  Original concept formed out of ignorance of technical, market or company capacity  Shifting outcomes  Technical language does not translate well into real deliverables  Relative to the factors identified above, one or more are absent or so insufficient as to generate a critical mass resulting in project failure Leader’s, team’s or sponsor’s rigidity or excessive control Team or stakeholder infighting Perception by the project team members or others within the system that the project is meaningless Significant or deleterious internal or external environmental changes Stakeholder infighting Poorly negotiated support agreements Relative to the factors identified above, one or more are absent or so insufficient as to generate a critical mass resulting in project failure Tangible FactorsIntangible Factors Project(s) Management SUCCESSSUCCESS FAILUREFAILURE FACTORS’ RISK WINDOW Richard Champney & Robert Kubacki Copyright 2002, All rights reserved including copying or incorporating into any media. Copying permitted with permission of the authors. They may be contacted at thechamp@zoominternet.net or rwkubacki@aol.comthechamp@zoominternet.netrwkubacki@aol.com

8. Project(s) Management within a System The Project Market time cyclesProduct cycles National or world political events Company politics and organizational shifts Macro SystemsMicro Systems Competitor innovation Relative power and influence of finance, marketing prodution & sales Company’s overall financial health Customer interest and demand The national or world economy Cache of being 1 st to market What’s in vogue / cutting edge Company culture Intellectual bandwidth of leadership,sponsor and workforce What’s in vogue / cutting edge Other projects Richard Champney & Robert Kubacki Copyright 2002, All rights reserved including copying or incorporating into any media. Copying permitted with permission of the authors. They may be contacted at thechamp@zoominternet.net or rwkubacki@aol.comthechamp@zoominternet.netrwkubacki@aol.com