1. Independent Project Management Reviews
(Spanish Inquisition vs. Helpful Advice)
by Andy Putnam, PMP
Senior Project Manager
Information Technology Division
Erie Insurance
Seminar on the Slopes
March 22, 2009

2. Presentation Overview
Independent Project Management Reviews Spanish inquisition or means to obtain helpful advice…  Are you questioning the value that an independent project management review process can bring to you and your organization?  This presentation will examine the potential value propositions that such a process can bring if done right and pitfalls if done wrong.  A successful approach for an independent project review will be outlined, including some practical advice for PMO managers, project managers, and project reviewers.   It will also include a brief, appropriately sanitized review of some of the presenter’s past experiences as both a “project reviewer” and a “project manager undergoing a review”. 
March 22, 2009
Independent Project Management Reviews

3. Independent Project Management Reviews
Presentation Topics
Introduction & Caveats
Definition of Terms
Process Overview
Typical Value Propositions
Putnam’s Top 10 – Project Reviews Gone Wrong (Common Pitfalls & Challenges)
Critical Success Factors (Key Ingredients for Success)
Practical Advice for Review Participants
Lessons Learned from Past Reviews
Summary
Question and Answer Period
March 22, 2009
Independent Project Management Reviews

4. Independent Project Management Reviews
Caveats
It depends…
More than one answer / one approach
Practitioner’s view; not researcher’s or author’s
Terminology can sometimes be misleading
The process suggested in this presentation can be tailored/adapted based on environmental circumstance, project risk, project size, and/or technical complexity
The presenter’s experience and this presentation is oriented to IT Project Management
March 22, 2009
Independent Project Management Reviews

5. Definition of Terms: Project Management Review
A formal process entailing independent peer assessment of the sufficiency of existing project management processes, plans, controls and teamwork. Typically results in the delivery of an overall review score and a report summarizing key findings and recommendations. Sometimes known as a “project health check” or a “project audit”.
March 22, 2009
Independent Project Management Reviews

6. Process Overview – Typical Steps
Prepare
Execute
Close
Plan, Tailor, and Schedule The Review
Receive Presentation from Project Manager
Present and Discuss Results
Communicate With Review Participants
Interview Sponsors, Customers, and Team
Finalize Review Report
Gather / Prepare Materials
Document and Analyze Findings
Determine Timing for Follow Up / Next Review
Review Existing Documentation and Records
Determine Score and Formulate Recommendations
Develop Action Plans
March 22, 2009
Independent Project Management Reviews

7. Process Overview – Typical Participants
Leaders
Team & Customer
Review Team
Executive and Project Sponsors
Selected Project Team Members
Review Team Lead (Experienced)
Project Manager
Selected Customer Representatives
Reviewer 2 (Domain SME)
PMO Manager / PM’s Manager
Team Leads
Reviewer 3
(Optional)
Plans and Controls Specialists
Selected Subject Matter Experts (SMEs)
March 22, 2009
Independent Project Management Reviews

8. Process Overview – Typical Artifacts
Inputs
Outputs
Project Plan and Control Documents
Tailored Project Review Plan / Schedule
Review Report (Recommendations & Score)
Project Manager’s Presentation
Project Review Checklist / Matrix
Results Presentation
Tailored Interview Questions
Project Methodology and Standards
Interview Notes and Completed Review Checklist / Matrix
Project Documentation Repository
Project Management Processes
Schedule for Follow Up Reviews
March 22, 2009
Independent Project Management Reviews

9. Process Overview – Review Scope
4. Project Integration
Management
5. Project Scope
Management
6. Project Time
Management
4.1 Develop Project Charter
4.2 Develop Preliminary Project Scope
Statement
4.3 Develop Project Management Plan
4.4 Direct and Manage Project Execution
4.5 Monitor and Control Project Work
4.6 Integrated Change Control
4.7 Close Project
5.1 Scope Planning
5.2 Scope Definition
5.3 Create WBS
5.4 Scope Verification
5.5 Scope Control
6.1 Activity Definition
6.2 Activity Sequencing
6.3 Activity Resource Estimating
6.4 Activity Duration Estimating
6.5 Schedule Development
6.6 Schedule Control
7. Project Cost
Management
8. Project Quality
Management
9. Project Human Resource
Management
7.1 Cost Estimating
7.2 Cost Budgeting
7.3 Cost Control
8.1 Quality Planning
8.2 Perform Quality Assurance
8.3 Perform Quality Control
9.1 Human Resource Planning
9.2 Acquire Project Team
9.3 Develop Project Team
9.4 Manage Project Team
10. Project Communications
Management
11. Project Risk
Management
12. Project Procurement
Management
10.1 Communications Planning
10.2 Information Distribution
10.3 Performance Reporting
10.4 Manage Stakeholders
11.1 Risk Management Planning
11.2 Risk Identification
11.3 Qualitative Risk Analysis
11.4 Quantitative Risk Analysis
11.5 Risk Response Planning
11.6 Risk Monitoring and Control
12.1 Plan Purchases and Acquisitions
12.2 Plan Contracting
12.3 Request Seller Responses
12.4 Select Sellers
12.5 Contract Administration
12.6 Contract Closure
Figure 1-1. PMBOK Third Edition; Overview of Project Management Knowledge Areas and Project Management Project Management Institute, Four Campus Boulevard, Newtown Square, PA USA
March 22, 2009
Independent Project Management Reviews

10. Independent Project Management Reviews
What It Shouldn’t Be . . .
A Witch Hunt / Spanish Inquisition
A Game or Political Move
A Mechanical Exercise
A Technical Review / Product Quality Audit
An Exercise With A Predetermined Outcome
A Significant Disruption to Ongoing Progress
A Major Effort / Labor Drain
A Never-Ending, Poorly-Planned, or Poorly-Orchestrated Effort
March 22, 2009
Independent Project Management Reviews

11. Typical Value Propositions
Helpful Advice
Fresh, Unbiased Perspective (Forest vs. Trees)
Risk Identification / Mitigation
Creative Ideas
Validation / Message Delivery
Synchronization of Expectations
Structure / Cleanup Through Review Preparation
Heightened Accountability
March 22, 2009
Independent Project Management Reviews

12. Putnam’s Top 10 – Project Reviews Gone Wrong
1. “The sponsor is upset and wants the name(s) of the guilty party.”
2. “Let’s not volunteer that concern to the project review team.”
3. “This review is a joke! The project review team just doesn’t get it.”
4. “John’s a lot more credible than the others. Listen to John.”
5. “Let’s bury the review team in detail. That’ll throw them for a loop.”
6. “The Sponsor’s opinion should count 3-times more than anyone else’s.”
7. “True but, we can’t put anything like that into the review report.”
8. “This review will be the perfect opportunity to deliver some payback.”
9. “Who needs objective reviewers anyway? We can do this ourselves.”
10. “Everything’s under control. Let’s skip or shorten the review.”
March 22, 2009
Independent Project Management Reviews

13. Success Tips – Mind Mapping
March 22, 2009
Independent Project Management Reviews

14. Success Tips - Review Scoring Guidelines
Review team assigns an overall project health score after report is drafted.
Assign a score that “best fits” the actual condition of the project.
It is helpful to have detailed scoring criteria worked out in advance.
Not a scientific or formula-based exercise; judgment is required.
Assignment of ratings such as “B-“, “C+”, “A-“, etc. is permissible.
March 22, 2009
Independent Project Management Reviews

15. Success Tips - Review Scoring Guidelines
March 22, 2009
Independent Project Management Reviews

16. Practical Advice for the Review Team
Plan properly and manage expectations carefully
Review project documentation in advance; use proper data gathering and analysis techniques
Remain focused on facts; avoid rumors and office politics
Manage time effectively; Stay out of the weeds; consider a mind map
Insist on frankness during the interview process; use open-ended questions
Start with positive observations; recognize accomplishments
Offer any criticism constructively; recognize achievements
Always discuss the review score with the PM and sponsors before release
March 22, 2009
Independent Project Management Reviews

17. Practical Advice for the PM
View the process as being helpful vs. critical; Even if reviewers seem otherwise
Keep a positive attitude; cooperate fully with review team; encourage your project team to do same
Avoid adoption of a defensive posture
Ensure records are properly organized and stowed
Share openly & readily; Use the project overview presentation to fully disclose current conditions and challenges
Expect review team to find/see things you haven’t thought of
Develop action plans in response to review findings and recommendations
March 22, 2009
Independent Project Management Reviews

18. Practical Advice for the Sponsor & PMO Manager
Select the right reviewers (unbiased, domain knowledgeable, at least 1 experienced)
Communicate any process expectations up front
Remain vigilant for politics or interference; encourage sound process and full cooperation
Monitor progress and demonstrate support for review team
Attend the results presentation/discussion if possible; Question for understanding and clarity
Be sure to capture review report and any “lessons learned”
March 22, 2009
Independent Project Management Reviews

19. Lessons Learned From Past Reviews
Plans and controls can sometimes appear well-organized even though the project manager is completely out of touch.
Reviewers need to hold each other accountable for documenting findings and contributing to the report.
Rest is important. It takes a lot of mental energy to keep up and stay out of the weeds (drinking from a firehose).
March 22, 2009
Independent Project Management Reviews

20. Lessons Learned From Past Reviews
Emotions can run high in politically-charged environments surrounding troubled projects and it can be difficult to obtain the facts.
Serious problems are more often related to project management issues than technical issues.
Reviewers should be especially vigilant when Project Manager’s deliver a “sunshine” presentation or adopt a defensive posture.
March 22, 2009
Independent Project Management Reviews

21. Lessons Learned From Past Reviews
It is imperative to write the review report while the review proceedings are fresh (top of mind).
Art is sometimes required to deliver key messages to an Executive / Sponsor without “calling their baby ugly”.
Paid project reviews and reviews for Executives within the Reviewers’ management chain can sometimes be tricky.
March 22, 2009
Independent Project Management Reviews

22. Lessons Learned From Past Reviews
It is very difficult to argue with facts. Linkage between data, findings, conclusions, and recommendations is critically important.
Timelines of past events can sometimes be helpful to sort out complex situations.
Schedule time for note capture and cleanup between interviews.
March 22, 2009
Independent Project Management Reviews

23. Independent Project Management Reviews
Summary
If executed properly, project management reviews can provide risk reduction, creative ideas and helpful advice.
Selection of the right review team and development of a tailored review plan are critically important.
Reviewers should conduct data gathering properly, remain rooted in fact, and avoid office politics.
A formal project review report should always be prepared and it should be previewed with the PM and Sponsors before wider release
Depending on the results of the review, follow up action plans and management actions may be warranted
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Independent Project Management Reviews

24. Question and Answer Period
March 22, 2009
Independent Project Management Reviews

25. Independent Project Management Reviews
Appendices
Sample Customer/Sponsor Interview Questions
Sample Project Team Member Interview Questions
Sample Review Report Outline
Sample Project Review Matrix/Checklist
March 22, 2009
Independent Project Management Reviews

26. Appendix A – Sample Customer/Sponsor Interview Questions
A. From your perspective, how is project progress (vs. plan) to date? Are we in good shape/bad shape? Why?
B. Do you have a current copy of the project plan and has it been reviewed with you? What is your assessment of that plan (adequate vs. inadequate)? What is the next major milestone in that plan?
C. Are you receiving regular, accurate status appraisals (in the form of periodic meetings and formal written reports) from the project manager? Do they include proactive issue / risk identification and any suggestions for course alteration?
Is there a single point of communications, decision making, and project control for the project? If so, who is it and how effective is that person?
Is the PM and project team listening to you? Do the PM and project team have the organization’s best interest in mind?
F. Is there good teamwork between customer/business personnel and the assigned project team members?
March 22, 2009
Independent Project Management Reviews

27. Appendix A – Sample Customer/Sponsor Interview Questions
F. Is the scope of the work effort is being managed effectively?
G. Are all of the project’s issues (business and technical) documented and managed to your satisfaction?
H. Moving forward, what are the top issues/risks that you see for the project? Do you believe that the project manager and team have recognized these issues/risks and that they have helped to develop joint plans with you to address/mitigate them?
What is your overall level of satisfaction with progress to date and the project team?
J. Is there anything else you would like to share or suggest?
March 22, 2009
Independent Project Management Reviews

28. Appendix B – Sample Project Team Member Interview Questions
What is your involvement in this project (major assignment or responsibility areas)? Please rank each assignment/responsibility area in terms of its priority.
Please identify the planned duration of your top 5 major work tasks over the next days.
What is the criterion for declaring your work on each to be finished? Who determines when your assignment is complete?
Are you assigned to any other non-project related duties and responsibilities (e.g., other projects, production support activities, etc.)? If so, what is their relative priority as compared to this project and how much time are you expected to spend on each?
How do you perceive the organization’s commitment to the success of this project?
What is the current documented project baseline (e.g., project initiation document, requirements matrix, design document, etc.)? Do you have ready access to it?
March 22, 2009
Independent Project Management Reviews

29. Appendix B – Sample Project Team Member Interview Questions
Does the PM review the project plan with you and other team members on a regular basis? Is the project plan current?
Are you given an estimate of how long or how much work effort a task should take? If yes, are you given an opportunity to comment on or modify the estimate?
I f/when you find that there will be a task estimate overrun, what does the PM expect you to do?
If/when an issue or problem arises that affects your work, what does the PM expect you to do?
Is there a centralized risk/issue log and do you have ready access to it? Is it current? How often does the team review these logs? Are high priority issues for assigned for resolution? Are issues prioritized properly and are important issues getting resolved?
How do you report the status of your tasks? How often? To Whom?
Are regular Team meetings held? How often? Do the meetings have a published agenda? Are minutes of the meeting published?
March 22, 2009
Independent Project Management Reviews

30. Appendix B – Sample Project Team Member Interview Questions
How are you kept informed of the overall status of the project? Are you aware of what other team members are responsible for and working on? How are you made aware of the status of their efforts?
Is the project following an effective change control procedure? Have you participated in any change impact analysis? If yes, in what way?
Have you been asked to participate in any deliverable or code walkthroughs? Have there been any for this project?
What, if any, problems are you experiencing? Is the process for resolving them clear? Who is helping you to resolve them?
What happens if this project doesn't get done on time?
What are the three biggest issues/challenges that need resolution? (Prioritize.)
How do you think they should be resolved?
Is there anything else you would like to share or suggest?
March 22, 2009
Independent Project Management Reviews

31. Appendix C – Sample Review Report Outline
General Information (Review Date, Review Team, Review Participants, etc.)
Project Description (Scope Summary Statement)
Review Score
Executive Summary
Assessment of Sponsor / Customer Satisfaction
Overall Project Performance (Metrics and KPIs)
Overall Project Financial Performance
Change Control Summary
Project Methodology Overview
Staffing Sufficiency
Deliverable Status and Quality Assessment
Project Communications Assessment
Action Items from Prior Project Review Reports
Summary of Findings and Lessons Learned
Root Cause Analysis
Review Team Recommendations and Concerns
March 22, 2009
Independent Project Management Reviews

32. Appendix D – Sample Project Review Matrix/Checklist
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Independent Project Management Reviews

33. Appendix D – Sample Project Review Matrix/Checklist
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Independent Project Management Reviews

34. Appendix D – Sample Project Review Matrix/Checklist
March 22, 2009
Independent Project Management Reviews

35. Appendix D – Sample Project Review Matrix/Checklist
March 22, 2009
Independent Project Management Reviews