1. ETPMI Professional Development Day
September 28, 2018

2. Dr. Jeff Jones, PMP
Currently serves as the superintendent of schools for Temple Academy in Powell, TN.
Licensed pharmacist in the state of TN and has worked in retail healthcare for over 20 years.
Member of PMI and certified PMP since 2016.

3. S.M.A.R.T. Project Management Principles
After completing this activity, the PM will be able to:
Recognize the most common causes of project failure.
Understand the ten knowledge areas of project management as defined by the Project Management Body of Knowledge, 6th edition.
Define the SMART management principles.
Apply SMART management principles to all ten knowledge areas.
Teach the SMART management principles to their respective project teams.

4. What is Project Failure?
A Project - a temporary endeavor undertaken to create a unique product, service, or result. (PMBOK, 6th ed)
Project Failure, then, would be any temporary endeavor undertaken that DID NOT produce a unique product, service, or result.

5. 7 Common Causes for Project Failure
Too much focus on business value, and not technical detail.
Failure to establish clear accountability for measured results.
Inconsistent processes for managing unambiguous checkpoints.
Inconsistent methodology for planning and executing projects.
Not involving the customer at the beginning and during the change process.
Ineffective management of people.
Improperly equipping team members.
Discenza, R. & Forman, J. B. (2007). Seven of project failure: how to recognize them and how to initiate project recovery. Paper presented at PMI®causes Global Congress 2007—North America, Atlanta, GA. Newtown Square, PA: Project Management Institute.

6. 12 Causes of Project Failure
Black, K. (1996). Causes of project failure: a survey of professional engineers. PM Network, 10(1), 21–24.

7. 10 Knowledge Areas Causes of Failure Project Integration Mgt.
Planning
Project Manager Failure
Changes
Scheduling
Team Members
Cost
Funding
Upper Level Management
Resources
Incentives/Penalties
Risk Analysis
Information Managment
Project Integration Mgt.
Project Scope Mgt.
Project Schedule Mgt.
Project Cost Mgt.
Project Quality Mgt.
Project Resource Mgt.
Project Communications Mgt.
Project Risk Mgt.
Project Procurement Mgt.
Project Stakeholder Mgt.
“Project not adequately defined at the beginning.”
“A lack of clearly defined project goals and objectives.”
“Project planning was done with insufficient data.”
“Failure to define requirements properly.”
“Too many project changes.”
“The scope of the project changed during the project.”
“Too many project changes resulting in loss of project direction.”
“Overly optimistic deadlines.”
“The project attempted to accomplish too much in too short a time frame.”
“The project schedule was not followed.”

8. Work SMARTer Not Harder

9. SMART Management Principles
SMART is an acronym describing 5 important principles to follow when managing
Specific
Measurable
Attainable
Relevant
Time-Sensitive

10. How to Be SPECIFIC Know your project. Use the right kind of words.
Choose your words wisely.
Be Concise.
Remember the “Five Ws.”

11. SOW- “Build a smartphone app”
How to Be SPECIFIC
SOW- “Build a smartphone app”

12. What is MEASURABLE? Use numbers. Inspect what you expect.
Know where you’ve been.
Know where you’re going.
It ain’t over ‘til it’s over.

13. Qualitative vs. Quantitative
What is MEASURABLE?
Qualitative vs. Quantitative

14. Keeping it ATTAINABLE Know your team.
Attempt great things, expect great things.
A journey of a thousand miles…
Share the wealth.
Just keep swimming.

15. Little Goals Lead to Big Things
Keeping it ATTAINABLE
Little Goals Lead to Big Things

16. Making it RELEVANT Don’t Stop Believing. Love Your Neighbor.
Nothing is Real Until it is Personal.
The Butterfly Effect.
Keeping it Real.

17. Everybody Wants to Make a Difference.
Making it RELEVANT
Everybody Wants to Make a Difference.

18. Being More TIME-SENSITIVE
Create a Sense of Urgency.
Get Into the Flow.
Hold Them Accountable.
My Precious.
All Work and No Play...

19. Being More TIME-SENSITIVE
Be on Purpose with a Purpose

20. Specific Measurable Attainable Relevant Time-Sensitive Integration
Scope
Cost/Schedule
Quality
Risk
Resource
Communications
Stakeholder
Procurement

21. Sources
A Guide to the Project Management Body of Knowledge, 6th edition. Project Management Institute. (2017) ISBN:
Agile Practice Guide. Project Management Institute. (2017). ISBN:
Managing Change in Organizations: A Practice Guide. Project Management Institute. (2013). ISBN:
Organizational Project Management Maturity Model (OPM3): Knowledge Foundation, 3rd edition. Project Management Institute. (2013). ISBN:

22. About Project Management Institute (PMI)
Project Management Institute (PMI) is the world's leading association for those who consider project, program or portfolio management their profession. Founded in 1969, PMI delivers value for more than three million professionals working in nearly every country in the world through global advocacy, collaboration, education and research. We advance careers, improve organizational success and further mature the project management profession through globally-recognized standards, certifications, communities, resources, tools, academic research, publications, professional development courses and networking opportunities. As part of the PMI family, ProjectManagement.com creates online global communities that deliver more resources, better tools, larger networks and broader perspectives.