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Evaluating Project Performance

Evaluating Project Performance. Ralph L. Kliem LeanPM, LLC (206) 963-5246 www.theleanpm.com. Agenda. Introduction Objectives Background Project Assessment Approach Basic Definitions Steps Step 1: Gather Background Information. LeanPM, LLC www.theleanpm.com. Agenda, continued.

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Evaluating Project Performance

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  1. Evaluating Project Performance Ralph L. Kliem LeanPM, LLC (206) 963-5246 www.theleanpm.com

  2. Agenda • Introduction • Objectives • Background • Project Assessment Approach • Basic Definitions • Steps • Step 1: Gather Background Information LeanPM, LLC www.theleanpm.com

  3. Agenda, continued • Step 2: Construct the Matrix • Step 3: Conduct in-depth interviews • Step 4: Prepare Report • Conclusions LeanPM, LLC www.theleanpm.com

  4. Introduction • Ralph Kliem, MA, PMP • PMP-certified by the Project Management Institute • Over 25 years experience working the field of project management related to business management and information systems • Senior Project Manager, Fortune 500 firm • Former newsletter Editor for Puget Sound chapter of the Project Management Institute LeanPM, LLC www.theleanpm.com

  5. Author of over 200 articles Co-author or author of over a dozen books,including: Tools and Tips for Today’s Project Manager (PMI) The Project Manager’s Emergency Kit (St. Lucie Press) Introduction, continued Note: Presentation also based upon article “Evaluating Project Performance,” (Systems Development Management) Auerbach Publications LeanPM, LLC www.theleanpm.com

  6. Objectives • Understand why projects face so many problems • Learn an effective way to evaluate performance and identify improvements LeanPM, LLC www.theleanpm.com

  7. Background LeanPM, LLC www.theleanpm.com

  8. Few Projects Delivering as Promised Analysis: Survey of 21 companies in 37 industry segments Source: PM Network, June 2007, p. 18. LeanPM, LLC www.theleanpm.com

  9. Project Assessment Approach • Focus on key elements of project management • People • Quality • Schedule • Budget • Used to evaluate application of basic processes to achieve goals of project LeanPM, LLC www.theleanpm.com

  10. Basic Definitions • Project management: tools, techniques, and knowledge required to manage a project • People: individuals required to ensure that a project is completed efficiently and effectively • Quality: output from a project meets customer requirements or standards • Schedule: timeline required to complete a project • Budget: money allocated to complete a project LeanPM, LLC www.theleanpm.com

  11. Steps • Step 1: Gather background information • Step 2: Construct the matrix • Step 3: Conduct an in-depth interview • Step 4: Prepare the report LeanPM, LLC www.theleanpm.com

  12. Step 1: Gather Background Information • Five W’s and one How • Why does the project exist? • What are the major goals and objectives? • Who are the key players? • What are the major schedule milestones? • Where do the project activities occur? • How are the tasks executed? LeanPM, LLC www.theleanpm.com

  13. Step 2: Construct the Matrix • Identify roles and responsibilities • Establish guidelines • Rank processes, processes, and objectives LeanPM, LLC www.theleanpm.com

  14. Identify Roles and Responsibilities • Assessors: responsible for overall execution of project assessment approach • Facilitators: facilitate rather than run assessment sessions • Subject matter experts: most knowledgeable about the project, technical or operational; selected based upon concurrence of project leadership LeanPM, LLC www.theleanpm.com

  15. Identify Roles and Responsibilities, continued • Selected team members: team participants but not necessarily subject matter experts; selected based upon concurrence of project leadership • Scribe: records notes during session; neither facilitator, assessor, or subject matter expert LeanPM, LLC www.theleanpm.com

  16. Establish Guidelines • For facilitator: • Set up facilities before session • Have adequate supplies on hand • Appoint roles • Encourage everyone to speak • Be objective and non-committal • Ensure everyone agrees on process and objectives • Break frequently LeanPM, LLC www.theleanpm.com

  17. Establish Guidelines, continued • For participants: • Come prepared • Be tolerant of different views • Apply active listening skills • Agree on perspective of ranking and definitions LeanPM, LLC www.theleanpm.com

  18. Establish Guidelines, continued • Objectives: identify and rank according to priority of project management processes and goals of project • Ranking enables determining existence and importance of processes and goals and how to efficiently and effectively rank them] • Assessment team determines basis for prioritization LeanPM, LLC www.theleanpm.com

  19. Establish Guidelines, continued • Processes • Leading: motivating people to achieve the desired results of a project • Initiating: deciding in advance what the project will achieve • Planning: determining what tasks to execute the vision; assigning who will perform those tasks; and identifying when tasks must start and stop LeanPM, LLC www.theleanpm.com

  20. Establish Guidelines, continued • Processes continued • Organizing: employing resources efficiently and effectively to manage a project • Executing: implementing the plan for the project to achieve its goals and objectives • Monitoring & Controlling: assessing how the project uses plans and organization to meet the project’s vision, goals, and objectives • Closing: concluding a project efficiently and effectively LeanPM, LLC www.theleanpm.com

  21. Rank Processes, Goals, and Objectives • Occurs during a group session • Ranking processes through forced choice according to descending order • When ranking, everyone must agree on perspective, e.g., budget, quality, schedule • Ranking goals or objectives follow the same approach LeanPM, LLC www.theleanpm.com

  22. Rank Processes, Goals, and Objectives, continued • Goal: a broad statement of what the project will achieve • Objective: a specific, measurable benchmark • Quadrants represent regions of importance in matrix • Each cell contains one or more measures of success LeanPM, LLC www.theleanpm.com

  23. Rank Processes, Goals, and Objectives, continued • Measure of success: activities, tools, expertise, and techniques necessary to complete a project management process to achieve any given goal • Example of measure of success for planning: • Does a work breakdown structure exist? • Are reliable time and cost estimates available? • Has risk control been conducted? • Have resources been allocated? LeanPM, LLC www.theleanpm.com

  24. Rank Processes, Goals, and Objectives, continued • Example of measure of success for planning continued: • Does a realistic schedule exist? • A group of project management experts can determine the measures of success for any given process • Need to determine whether a measure for a cell is strong, moderate, or weak in its implementation LeanPM, LLC www.theleanpm.com

  25. Rank Processes, Goals, and Objectives, continued • Example: • 100% to 75% strong • 74 to 25% moderate • <25% weak • Weak measures of success in a high priority section of matrix indicate important area for improvement LeanPM, LLC www.theleanpm.com

  26. Measures of Success (examples) • Leading • Does everyone share the same vision? • Is there ongoing communications? • Are incentives being used to measure performance? • Does the environment facilitate performance? • Are techniques for effective team building being used? LeanPM, LLC www.theleanpm.com

  27. Measures of Success (examples), continued • Initiating • Are there goals and objectives for the project? • Is there a charter and a statement of work? • Has a project announcement been published? • Has the project launch meeting been held? LeanPM, LLC www.theleanpm.com

  28. Measures of Success (examples), continued • Planning • Does a work breakdown structure exist? • Are reliable time and cost estimates available? • Is there risk management? • Have resource been allocated? • Does a reliable schedule exist? LeanPM, LLC www.theleanpm.com

  29. Measures of Success (examples), continued • Organizing • Is there an effective team organization? • Are project procedures available? • Are useful forms available? • Are the right reports being produced? • Are project manuals published? • Is the project library available? • Are project history files available? LeanPM, LLC www.theleanpm.com

  30. Measures of Success (examples), continued • Executing: • Have cost, schedule, and scope baselines been set? • Is change management in place? • Are impact analyses being performed prior to change implementation? • Do meaningful metrics exist? • Is there a way to capture customer approval of deliverables? LeanPM, LLC www.theleanpm.com

  31. Measures of Success (examples), continued • Monitoring & Controlling • Is status collection being performed? • Is status assessment being done? • Are appropriate meetings being held? • Are metrics being used to determine variances to cost and schedule baselines? • Is corrective action being taken when necessary? LeanPM, LLC www.theleanpm.com

  32. Measures of Success (examples), continued • Closing • Are statistics being compiled? • Is a lessons learned document being produced? • Are winding down activities occurring? • Are all contractual considerations being addressed? LeanPM, LLC www.theleanpm.com

  33. Example: Relationship Between Measures of Success and Matrix Goal Process LeanPM, LLC www.theleanpm.com

  34. Example: Ranking of Processes 0 + 12 = 12 3 2 + 15.5 = 17.5 2 5 2 3 + 5.5 = 8.5 3 0 1 2.5 2.5 9 + 11 = 20 4 2.5 2.5 1 2 1 4 12 + 5 = 17 3 4 4 1 4 5 0 5 3 8 + 5 = 13 0 1 5 0 2 0 5 2 4 0 2 17 + 0 = 17 0 5 5 3 3 1 LeanPM, LLC www.theleanpm.com

  35. Example: Ranking of Goals 0 + 6 = 6 1 4 + 6 = 10 4 2 3 5 +4 = 9 3 2 3 4 3 5 + 0 = 5 2 1 2 6 6 4 0 LeanPM, LLC www.theleanpm.com

  36. Example: Matrix Showing Quadrants Goal Process 1 3 2 4 LeanPM, LLC www.theleanpm.com

  37. Step 3: Conduct In-depth Interviews • Purpose is to verify contexts of cell for thoroughness and accuracy • Good sources for documentation reviews LeanPM, LLC www.theleanpm.com

  38. Step 4: Prepare Report • Perform after matrix is complete and contents verified • Answer two fundamental questions • What is the current state of the project? • Where is the project going? LeanPM, LLC www.theleanpm.com

  39. Step 4: Prepare Report, continued • Follow these guidelines when preparing the report: • Allow for revisions • Avoid spelling errors • Be clear and concise • Communicate contents of matrix to everyone needing to know • Keep the big picture in focus • Keep the focus on the matrix LeanPM, LLC www.theleanpm.com

  40. Conclusion • Benefits • Identify which activities influencing projects positively or negatively • Provide useful, objective assessment of project disciplines • Identifies areas to improve project performance • Provide early warning system about trouble • Provides insight/data base on improvements for future projects LeanPM, LLC www.theleanpm.com

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