Non-Negotiable Elements of Successful Projects

1. Non-Negotiable Elements of Successful Projects Presented by Christina Randle CEO / The Effective Edge, Inc.

2. Project Leadership • To deliver on time and on budget with legendary results demands Leadership and Followership. • A keen awareness and agility for human dynamics. • And delivering EFFECTIVE ACTION at all levels. • Project Management practices deliver a certain constrained set of outputs - that many times are ineffective at delivering what is necessary for the Project to be successful. • Truly successful Projects require more than traditional Project Management & technical expertise. • This is PROJECT LEADERSHIP.

3. Project Failures UK Electronic Health Records program Abandoned. Spent: $12Billion The Millennium Dome in London, UK £789M (initial investment) – £189 M(recouped ) = £600 M Loss Ford Motor Co. purchasing system Abandoned. Spent: $400M Denver Airport Baggage Handling System $560M Overrun. New York City ‘CityTime’ payroll system Original: $63M Final: $760M IRS electronic fraud detection system Abandoned. Spent: $185Million British Columbia Ferry Crossing Boats Original Budget $210M, Final Cost $460M, Boats Auctioned for $19M

4. Why Projects Fail Includes 65% of large Capital projects & IT projects Source: PMI

5. Process & Science Alone is Failing Projects Over 15 years, much has been invested in process improvement, methods, compliance and project science… And during that time projects have not shown improvement.

6. Typical Answers to Project Failure New Project Software NEW TECHNOLOGY PROCESS NEXT MORE / BETTER PROCESS PMO, Inc. • OUTSOURCE PMO / EXPERTISE

7. Typical Answers to Project Failure New Project Software NEW TECHNOLOGY PROCESS NEXT MORE / BETTER PROCESS PMO, Inc. • OUTSOURCE PMO / EXPERTISE

8. How Projects Succeed Schedule People Adaptive Project Leadership: Balance of Science & Art Tasks and Meetings Product / Performance $ How Project Managers Succeed Project Management Processes Budget

9. SUCCESS ON SCALE PROJECTS Complexity ART SCIENCE

10. Too Much ‘Science’ Not Enough ‘Art’ “If I’ll just follow the checklist then the Project’s guaranteed to succeed.” Successful Projects require EVERY PERSON to be be successful. Leading / Inspiring Design / Engineering Communications/Trust Constraints/Scope Decision-Making/Collaboration Requirements Definition Negotiating/Conflict Resolution Tasks & Tracking Schedule Budget Product/Performance

11. The New Equation for Success Science Art + + = Successful Project Outcomes

12. Developing ‘the Art’ Builds on Key Practices Project Leader Leader Team Practices Individual

13. Effective Action Practices Project Leader • Effectively juggles ‘Science’ & ‘Art’ based on project complexity • Optimizes resources for best execution • Models urgency of organizational capability • Recalibrates and adjusts organization to provide greater strategic flexibility Leader Practices • Balances risk & complexity, art & science • Drives & responds to change • Practices horizon planning & thinking • Straddles strategic priorities & tactical needs • Models desired behaviors to the Team • Recalibrates expectations for best performance • Articulates the ‘why & what’, empowers team on the ‘how’ • Allocates resources for leverage and impact • Influences without power/control Team Member Practices • Flexes with different personal styles, team dynamics & individual feedback • Demonstrates communication skills for negotiating, communicating ideas, challenging dialogue, providing and receiving feedback • Innovative thinking to solve problems creatively • Generates shared vision for effective decision making • Agility to fail forward fast and adjust • Aligns behind decisions – inspires others to do the same • Shares information in a timely fashion, enables timely reporting to group • Creates registers for demonstrating success • Ability to deliver timely for the team and self Individual Practices • Manages self and time • Able to make & keep agreements to self • Ability to make smart and fast decisions and execute • Accountability/ownership of decisions & actions • Generates/owns and drives priorities & deliverables • Self aware and drives own development • Leverages technology for best outcome (communication & information) • Focuses in midst of distractions

14. Project Leadership Takeaways “Leonardo Da Vinci combined science and art…that kind of unity is needed once again.” - Dr. Ben Shneiderman Author and American computer scientist Dr. Ben Schneiderman is Professor for Computer Science at the University of Maryland, College Park, MD.  Art lives from constraints and dies from freedom. - Leonardo da Vinci

15. “How often people speak of art and science as though they were two entirely different things, with no interconnection. An artist is emotional, they think, and uses only his intuition; he sees all at once and has no need of reason. A scientist is cold, they think, and uses only his reason; he argues carefully step by step, and needs no imagination. That is all wrong. The true artist is quite rational as well as imaginative and knows what he is doing; if he does not, his art suffers. The true scientist is quite imaginative as well as rational, and sometimes leaps to solutions where reason can follow only slowly; if he does not, his science suffers.” - Isaac Asimov “Prometheus,” The Roving Mind (1983)