The Battle Rages: 5 Strategies to Combat Constant Scope Creep

R U S SE L L M A R T I N A S S O C I A T E S& Page 0

403 The Battle Rages:

5 Strategies to Combat

Constant Scope Creep

presented by Lou Russell, Russell Martin & Associates (317) 475-9311 @nolecture [email protected] www.russellmartin.com

© Russell Martin & Associates www.russellmartin.com

mailto:[email protected]

http://www.russellmartin.com/

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Because of your expertise, your team has been asked by Training Magazine to devise a critical job aide for a new trainer to help them remember what to focus on.

Pitch Me

Page 1 © Russell Martin & Associates www.russellmartin.com

Your supplies are limited to one piece of paper and one writing utensil. You have 5 minutes.


Content

1. Why ?

2. Who Cares?

3. Stakeholders

Define the Scope

4. It’s Always Fun Until

Someone Gets Hurt

5. Accountability

Means You Do It



The Lifecycle of a Project

Enth

usi

asm

Time Adapted from Robert Lewis’ book Bare Bones Project Management

Unenlightened optimism

Dawning pessimism

Enlightened optimism

Pre-completion panic

Success!

R U S SE L L M A R T I N A S S O C I A T E S&

Dare to Properly Manage Resources!

Define Plan Manage Review END START

1. Set Business Objectives

2. Establish Project Scope

3. Set Project Objectives

4. Mitigate Risks

5. Establish Constraints

6. Plan communications

7. Establish Governance Plan

1. Determine Milestones

2. Schedule Task Dependencies

3. Adjust for Resource Dependencies

4. Create budget

1. Control work in progress

2. Provide status and feedback

3. Leverage Governance

4. Resolve conflict

1. Close the project

2. Turn over deliverables

3. Hold Project Review

4. Celebrate accomplishments

Steps to Great Projects

initiate plan monitor close




Steps to Great Projects





4. Mitigate Risks







4. Resolve conflict





Page 5


Page 5




4. Create budget



Improve Service

Increase Revenue

Avoid Cost

Also… • Reaction to government regulation • Reaction to competitive pressures

#1. Why? Develop Business Objectives: The Greek Goddess of Business

Page 6

by…

My project will…



The Business Objectives for holding the Volunteer Day are:

•Employee: Loyalty and pride, sense of belonging which leads to retention and better recruitment to avoid the cost of re-hiring.

•Build good will and establish 3rd party relationships which can serve as a crisis shield should there be crises about business or brand to improve revenue.

Develop Business Objectives: The Greek Goddess of Business



Project Team Members

Perform project activities and produce project deliverables

Project Manager

Plans,

Organizes and

Manages

the Project

#2: Who Cares? Project Roles



Project Sponsor

•Represents the best interest of the organization that is funding the project.

•Provides resources

•Makes critical business choices (governance)

What is a Project Sponsor?



• Provides status reports to stakeholders ____ ____

• Assigns tasks to people ____ ____

• Determines the business objectives ____ ____

• Determines the project objectives ____ ____

• Recommends what to do when money,

time or quality are threatened ____ ____

• Decides what to do when money,

time or quality are threatened _____ _____

Project Sponsor

Project Manager

You Try It!



the project

The Sponsor

Experts (SMEs)

Finance

Customers Functional

Leaders

The Project Manager

The Dedicated Project Team

#3: Stakeholders Define the Scope



Who are my Stakeholders?

STAKEHOLDER: A person, role, organization,

company or system who PROVIDES SOMETHING

to the project or

RECEIVES SOMETHING from the project



Define the Scope

Stakeholder (role not person)

Inputs: Information needed

Outputs: Deliverables Comments

Project Sponsor

Employees provide the volunteer hours

Charities provide the need receive help

Corporate Communications

provides press releases

Catering provides food for the volunteers



Charities Sponsor:

CEO

Volunteer Day

Project

Catering

Volunteers

Food

Budget Sch

edule

Budget

Ava

ilable


Employees

Communication Plan

Status

Tra

inin

g

Governance

DEFINE The Scope Diagram

© Russell Martin & Associates www.russellmartin.com Page 14


DEFINE The Scope Diagram

Charities Sponsor:

CEO

Volunteer Day

Project

Catering

Volunteers

Food

Budget Sch

edule

Budget

Ava

ilable


Employees

Communication Plan

Status

Tra

inin

g

Governance Needs

© Russell Martin & Associates www.russellmartin.com Page 15


Time

Neutral Zone

Stress

New Beginning

Creativity

Skepticism

Acceptance

Impatience

Hope

Energy

Excitement Endings

Denial

Anger

Fear

Shock

Frustration

Confusion

From Managing Transitions by William Bridges

#4: It’s Always Fun Until Someone Gets Hurt



How You Behave: DISC

D

I S

C Urgent

Pioneering

Innovative

Driven

Likes challenge

Demanding

Quick to anger

Careful

Objective, clear

High standards

Good analyst

Detailed

Picky

Aloof

Fearful

Optimistic

Motivator

Team Player

Problem solver

Emotionally needy

Inattentive

Trusting

Poor with

details

Steady and sincere

Patient

Empathetic

Logical

Service-oriented

Apathetic under stress

Passive

Resists change



Adapting Behavior Predicts Stress


Interacting with Other Styles



A Team Makes A Whole Brain




#4 Accountability Means You Do It





4. Mitigate Risks







4. Resolve conflict





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4. Create budget



Milestones • When Big Chunks of work will be done

• Dates to track interim progress

Page 22

Charities Sponsor:

CEO

Volunteer Day

Project

Catering

Volunteers

Food

Budget

Sch

edule

Budget

Availa

ble


Employees

Communication Plan

Status

Tra

inin

g

Governance

Needs


IMPLEMENT

START

requirements

blueprints

deliverables

deliver, transition

ANALYZE

DESIGN

EVALUATE

BUILD

END

project and deliverables


Milestones • Work Back from the Date

Page 23

Charities Sponsor:

CEO

Volunteer Day

Project

Catering

Volunteers

Food

Budget

Sch

edule

Budget

Availa

ble


Employees

Communication Plan

Status

Tra

inin

g

Governance

Needs


IMPLEMENT

START

requirements

blueprints

deliverables

deliver, transition

ANALYZE

DESIGN

EVALUATE

BUILD

END


Done: 7/15/11

Done: 7/7/11

Done: 7/1/11

Done: 6/20/11

6/1/11

Event Held

7/13/11


Tasks

What has to happen to finish ANALYZE? Which Stakeholders / flows are involved?

Page 24

Charities Sponsor:

CEO

Volunteer Day

Project

Catering

Volunteers

Food

Budget

Sch

edule

Budget

Availa

ble


Employees

Communication Plan

Status Tra

inin

g

Governance

Needs


IMPLEMENT

START

requirements

blueprints

deliverables

deliver, transition

ANALYZE

DESIGN

EVALUATE

BUILD

END


Done: 7/15/11

Done: 7/7/11

Done: 7/1/11

Done: 6/20/11

6/1/11

Event Held

7/13/11

Finalize Charity

Finalize Caterer

Invite

Employees

Establish

Messaging Needed

Review with Sponsor


Plan Back From the Due Date

Page 25

6/12/11 6/8/11 6/18/11

6/15/11

6/15/11


Finalize Charity

Finalize Caterer

Invite Employees

Establish

Messaging Needed

Review with Sponsor

ANALYZE

Done: 6/20/11

START

6/1/11


Plan Back From the Milestone Due Date

Page 26

6/12/11 6/8/11 6/18/11

6/15/11

6/15/11


Finalize Charity

Finalize Caterer

Invite Employees

Establish

Messaging Needed

Review with Sponsor

ANALYZE

Done: 6/20/11

START

6/1/11

Tasks have duration, take time

Lou Lou

Jo

Maria

Brittney


Allows you to sort by date, task manager, or completed.

Build a Spreadsheet

Project Task Project

Manager

Task

Owner

Due Comments Complete

VolDay Finalize

charity

Tai Lou 6/8/11 Email

results

VolDay Review with

Sponsor

Tai Lou 6/12/11 Needs

approvals

VolDay Establish

messaging

needed

Tai Jo 6/15/11

VolDay Invite

employees

Tai Maria 6/15/11

VolDay Finalize

Caterer

Tai Brittney 6/18/11



Simple Status Reports


Project Task Project

Manager

Task

Owner

Due Comments Complete

VolDay Finalize

charity

Tai Lou 6/8/11 Email

results √ VolDay Review with

Sponsor

Tai Lou 6/12/11 Needs

approvals √ VolDay Establish

messaging

needed

Tai Jo 6/15/11 √

VolDay Contact

United Way

Tai Jo 6/15/11 Already

done by

charity

VolDay Invite

employees

Tai Maria 6/15/11

VolDay Finalize

Caterer

Tai Brittney 6/18/11

Tasks are either done or not done

R U S SE L L M A R T I N A S S O C I A T E S& Page 29 © Russell Martin & Associates www.russellmartin.com


Yes, and the impact will be this…


The PROJECT MANAGER does not control scope, but manages the choices.

The PROJECT SPONSOR (aka The Business) determines whether scope should change or not based on the insights of the (on the ground) Project Manager and the impact on the business objective.


1. Seek first to blame.

2. I’m busy, I must be making progress.

3. We can do that.

4. That will just take a minute.

5. All projects are the same.

The Five Deadly Sins of Project Management



1. Seek first to blame collaborate. 2. I’m busy on the things that are

must be making money. 3. We can do that for a price. 4. That will just take some planning

a minute. 5. All projects are the same unique.


The Five Heavenly Atonements of PM

Page 32


How Can I Get More HELP?

At www.russellmartin.com:

•Purchase books

•Get our LEARNING FLASH e-zine for more tips and tools

•Find out about workshops, webinars, e-learning and virtual alumni communities


@nolecture Lou Russell

http://www.russellmartin.com/

Date post:	18-Dec-2014
Category:	Education
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The Battle Rages: 5 Strategies to Combat Constant Scope Creep

Education