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© Francis Hartman 2001 SMART Management™ What goes wrong on projects Francis Hartman PhD FEIC MIMgt PEng Teleconference Calgary, April 2001.

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Presentation on theme: "© Francis Hartman 2001 SMART Management™ What goes wrong on projects Francis Hartman PhD FEIC MIMgt PEng Teleconference Calgary, April 2001."— Presentation transcript:

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2 © Francis Hartman 2001 SMART Management™ What goes wrong on projects Francis Hartman PhD FEIC MIMgt PEng Teleconference Calgary, April 2001

3 © Francis Hartman 2001 Agenda zDo we have a problem here? zWhat SMART Management  is zWhy it works better zSome examples

4 © Francis Hartman 2001 Do we have a Problem? zTime to commute? zBuy me a car... zA typical family outing... zGetting a haircut... zThe IDAHO test

5 © Francis Hartman 2001 Predictions Change Management Distributed Teams and PM Maturity Stakeholder Alignment Alliances/ Better Contracts Risk Management Executive Level PM International PM Standards Business Clusters Trust C.R.Contracting Enterprise Evolution WAG! DDF+

6 © Francis Hartman 2001 The Strategy Challenges zShare Value and the Analysts zContained Chaos yDisparate Agendas and Priorities yShifting Business Conditions yKeeping Stakeholders Aligned yCorporate Metrics v. Value yBudget Cycles zTranslating Intent into Action

7 © Francis Hartman 2001 What is so different? zTechnology 2 zComplexity (merging, competing, partnering…) zUncertainty, harder to predict outcomes zBetter Business relationships zCan we learn from this? yNeeded Predictability yBetter Results

8 © Francis Hartman 2001 Why SMART PM  ? zFaster and Cheaper Projects zHigher end-customer satisfaction zLower team Stress and turnover zBetter quality and creativity zEasier to make mid-course corrections zEliminate “wrong” Projects zReduce rework and “churn”

9 © Francis Hartman 2001 The PM “Stuff” zCPM Power zPassion Power zJust-go-do-it - the Strategy disconnect zPM is technical and tactical - career limiting, so not the best? zLots of Detail - lose the big picture zMeasure the wrong stuff!

10 © Francis Hartman 2001 Management made Wrong - STUPID Cycle Promise and Lie Team of Superheroes Confirm the Lie Delivery - and Lie some more... Blame Punish the innocent, Reward the Uninvolved

11 © Francis Hartman 2001 Management made RIGHT - SMART Cycle Project Objectives Project Team Project Charter Project Delivery CompletionLearning

12 © Francis Hartman 2001 Are we SMART today? Concept Dev’t Design Impl’n Accept Operation Optimism Comp’cy Panic Anger Hate Disapp’t Concept Optimism INSANITY

13 © Francis Hartman 2001 SMART™ Program Charter... S.B.S Mission KRAs (Stakeholders) Deliverables Exclusions 3-D Schedule Won,Done, Who 3 Questions O Impact O Probability O Controllability O Monte Carlo Simulation O Register O Mitigation Plan O Contingency Mgt. O Impact O Probability O Controllability O Monte Carlo Simulation O Register O Mitigation Plan O Contingency Mgt. $,t,Q Priority Triangle Priority Triangle Carley Graph or P.E.V. Carley Graph or P.E.V. RACI+ Chart Risk Management Deliverable Process P/L/O/T Process P/L/O/T Process P/L/O/T Process P/L/O/T Decision Needs Project Details O Deliverable O Gantt Chart O People/Roles O Plus... t $

14 © Francis Hartman 2001

15 Priority Triangle TimePerformance Cost X X

16 © Francis Hartman 2001 Alignment with 3 Questions z Who? z Won? z Done?

17 © Francis Hartman 2001 Putting it together... Open Communication Ownership Risk- taking Creativity Fun Tribalism Trust

18 © Francis Hartman 2001 Icons zIcons are specific to a user zSummary of status of their span of control zSensitivities set by user zDriven by business not by procedure zCurrency maintained through time-outs

19 © Francis Hartman 2001 Preview: SMART Trust Model - 1 EmotionalCompetenceEthical UnconsciousEvidence basedExperiential (Irrational)(Stable)(Volatile)

20 SMART Management  Matrix Phase or State* Focus What we do (& use) Trust** Span of Control Sustainability Share Value (V S ) Change State (Growth) V s =f(R+E f(S) ) GAS - HOT LIQUID - WARM SOLID - COLD Social Societal Cultural Business Commerce Political Tools Technology Technical Competence (Knowledge) Process (Procedure) Delivery (Tools) Intuitive Integrity Competence Project Program Enterprise Future WINNER Today’s CHANGE Stable OPS. V s =f(R+E) V s =f(R) Master (Lead) Journey- man (Comply) Apprentice (Follow) * Inspired by and Adapted from Jennifer Krahn **Developed with input from Elke Romahn CONTACT: Tel:(403) Cel: (403) R = Return; E = Expected Return; S = Shadow Expectation  Francis Hartman Holdings Ltd. 2001

21 © Francis Hartman 2001 Summary zStrategies are just large programs or projects zManage objectives in a business as Deliverable Items zUse rolling wave budget and planning approaches - so you can roll with the punches zBe SMART and Keep it Simple...

22 © Francis Hartman 2001 Released in April 2000 PEOPLE SAY: A better way It is so simple I am using it already PEOPLE KNOW: SMART Saved us over $60 million on the first project …expect over 25% cost and time reduction Savings are only the beginning… Amazon.com top 2% since publication Amazon.com top 2% since publication

23 © Francis Hartman 2001 Any questions?

24 © Francis Hartman 2001 Who has used S.M.A.R.T. ? Shell CarewestKPMG NortelC.R.H.A.Alliance Pipeline AmocoGlenbow MuseumPrairie Coal TerradyneO.E.C.D.Revay and Assoc. Titan Electric SNC-LavalinNova Chemicals Agra MonencoImperial OilTransCanada Pipe- Mobil Vanbotslines SyncrudeDigitalC.D.C. PanCanadianR.S.I.Infotech Banff Centre for ArtsNowsco Banff M’g’t Centre... and numerous other companies and individuals involved in the development of SMART Project Management™


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