Exeutive's Tri-Fold Quick Reference Card of Project Planning and Control - Free

Benefits Management: Granting Approvals
Licensed for individual use without fee. A commercial license (License@logicalmodel.net) removes this note: Please report unlicensed commercial use & share in fees levied
Conclusions
Approval to investigate the idea Approval to invest in qualifying the business case Approval to proceed to each visible horizon/ next bend in road Approval to proceed when changes arise
Change whose possibility was foreseen or not Change that is optional, mandatory, positive or negative
Approval to close the project

Prematurely or Completion of development Transfer of assured benefits enabler to Business As Usual (BAU) Asset/ capability brought into use (by SPA) to generate a benefits stream
2007,8 Logical Model Ltd Simon@LogicalModel.Net
Those who by valorous ways become princesacquire a principality with difficulty, but they keep it with ease. The difficulties they have in acquiring it arise in part from the new rules and methods which they are forced to introduce to establish their government and its security. And it ought to be remembered that there is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things. Because the innovator has for enemies all those who have done well under the old conditions, and lukewarm defenders in those who may do well under the new. This coolness arises partly from fear of the opponents, who have the laws on their side, and partly from the incredulity of men, who do not readily believe in new things until they have had a long experience of them. Thus it happens that whenever those who are hostile have the opportunity to attack they do it like partisans, whilst the others defend lukewarmly, in such wise that the prince is endangered along with them.
Nicoli Machiavelli, 14691527
An Executive Perspective on What Matters in Project Management

Simon Harris, PMP Simon Harris, PMP Ignorance is more expensive than education
Rolling Wave Planning Before/ After Stage Boundary

Your ROI!
Licensed for individual use without fee. A commercial license (License@logicalmodel.net) removes this note: Please report unlicensed commercial use & share in fees levied What we have not covered What we have not covered How to establish strategy How to establish strategy How to translate strategy to strategically aligned projects How to translate strategy to strategically aligned projects How to create & communicate aavision of project end state How to create & communicate vision of project end state How to translate end-state into deliverables & tasks How to translate end-state into deliverables & tasks (I.e achieve scope control) (I.e achieve scope control) How to achieve benefits after project delivery How to achieve benefits after project delivery How to measure benefits ( (and KPIs/ KGIs) How to measure benefits and KPIs/ KGIs) How to manage portfolios and programmes How to manage portfolios and programmes (especially from aalimited or matrix structured resource pool) (especially from limited or matrix structured resource pool) It isn't what youve heard but what How to select between projects How to select between projects (I.e. ration the ability to absorb change) (I.e. ration the ability to absorb change) you do with it that makes the ROI How to ensure motivation (aka engagement) How to ensure motivation (aka engagement) How to maintain visibility of project status How to maintain visibility of project status How to close-down projects naturally or pre-maturely How to close-down projects naturally or pre-maturely How to define & capture acceptance criteria How to define & capture acceptance criteria How to verify acceptance criteria as we go How to verify acceptance criteria as we go (I.e. measure achievement) (I.e. measure achievement) How to validate acceptance criteria at the end How to validate acceptance criteria at the end (I.e. secure handover and be ready for Benefits Delivery) (I.e. secure handover and be ready for Benefits Delivery) How to estimate resource and budgets How to estimate resource and budgets How to make provision for uncertainty How to make provision for uncertainty How to track resource & budget usage vs. achievement How to track resource & budget usage vs. achievement (I.e. confirm value for money) (I.e. confirm value for money) How to assess and manage risk How to assess and manage risk How to establish communications & reporting How to establish communications & reporting 2007,8 Logical Model Ltd Simon@LogicalModel.Net How to assess project complexities & select aamatched project manager How to assess project complexities & select matched project manager How to delegate project monitoring 5 How to delegate project monitoring How to perform as aaproject board member How to perform as project board member How to create & operate aagovernance structure etc etc etc. How to create & operate governance structure etc etc etc.
What is Corporate Governance T JEC

PRO
As detailed as is possible with what we know today

Detail Planning Time Now Far Term Activities Planning Packages Outline Planning
Consider how do you get the return on your sunk-cost: the time spent here today
Sir Adrian Cadbury

system by which boards of directors set aims supervise the management of the business "balance between economic and social goals framework to encourage the efficient use of resources accountability. The aim is to align as nearly as possible
COSO** reports five components for effective controls:

1. 2. 3. 4. 5. Control environment: tone set by managements style & philosophy Risk management: address the dynamics of the companys situation Control activities: policies and procedures that respond to risks to objectives Information and communication: 2 way, 360 degree flows Monitoring of control systems effectiveness: Deficiencies reported & fixed
Work Actuals packages Near Term Activities

Named resources Detailed tasks Final/Definitive Estimates
Generic resources Activities Indicative Estimates
Generic resources Phases ROM Estimates
* The Cadbury Report 1992 & 'Global Corporate Governance Forum', World Bank, 2000 6 **Committee of the Sponsoring Organisations of the Treadway Commission
Rolling Wave Planning Before/ After Stage Boundary

If you are interested in instructor led training we would be pleased to discuss requirements
Sponsors Duties
As detailed as is possible with what we know today

Detail Planning Time Now Work packages Far Term Activities Planning Packages Actuals Actuals Near Term Activities
Named resources Detailed tasks Final/Definitive Estimates
For further help & assistance

Assist@LogicalModel.Net +44 (0) 84 52 57 57 07
At project initiation
Ensure goal is clear to all and gauge level of consensus (handle politics) Commission PM, secure resources/ budget
Consultancy & training in

Basic structured project management Tools and techniques for advanced project & programme management Leading complex projects Recovery of struggling projects Creating & running PMOs Project Risk and Quality Management Using Earned Value Analysis Board briefings on project control & governance
Continued
Dimension Four Benefits Realisation Method training and consultancy PRINCE2 Exam preparation & PRINCE2 use in the real-world Implementing IT Governance using the CobiT Framework Implementing Benefits Realisation & Lessons Learned processes
During project conduct

Monitor the market place & organisation for risk to business case Clear log-jams reported by the PM
At closure and post project

Agree work done is good enough (or ensure remediation) Ensure loose-ends 1) dont stop closure 2) have a safe home Direct activity to capitalise on new capabilities
Generic resources Activities Indicative Estimates
(Safe) Project = (Governance over) Change

10
Mission
& Values Why s Why hhs onttBusiness 60 M onBusiness 60 M Design (Modus Design (Modus Operandi) Operandi) Cascade intent & constraints Delegated Authorities & Tolerances (freedoms)
Stable
Set vision or goal Set vision or goal Plan Benefits Management Plan Benefits Management Engage business participants Engage business participants Define measures Define measures
Project Based Change
Decision Making Architecture

How: Strategy How: Strategy Escalate decisions outside authority Report, Seek Guidance
11
Best Practice Project Planning & Tracking

Needs or Objectives Needs or Objectives Strategic Risk Strategic Risk Deliverables Deliverables Bill of Materials & Quality Description Bill of Materials & Quality Description
12
Stable
What Vision What Vision
Measure the results Measure the results

Technical Change
Scope Estimating
Change Objective
Technical Change Technical Change Planning Planning Business Planning Business Planning
Technical Delivery Business Transition Business Transition
What Strategy What Strategy
s onth s 8 M h 118M ont Divisional Objectives Divisional Objectives (Architectures) (Architectures) nthss 9 Moonth 9M Project Design (Planning) Project Design (Planning) nthss 3 Moonth 3M Technical Solution Design Technical Solution Design and execution and execution
How: Goals How: Goals
Schedule Estimating
Dependencies Dependencies
Task List (WBS) & Task List (WBS) & Work Assignments (OBS) Work Assignments (OBS)
Resourcing Resourcing
Business Change
Measure the Status Quo Measure the Status Quo Plan for realisation Plan for realisation Involve business participants Involve business participants
What Goal What Goal
How: Tasks How: Tasks
Project Governance
Embed tracking process Embed tracking process Foster business ownership Foster business ownership
Schedule Baseline Schedule Baseline
Scope & Responsibility Scope & Responsibility Baseline Baseline Response to Response to Tactical Risk Tactical Risk Finalised Finalised Cost/ Time/ Scope baselines Cost/ Time/ Scope baselines
What Tasks What Tasks
Impacts Impacts
10
11
Monitoring, Monitoring, Tracking & Tracking & Control Control
Cost & Resource Estimating

Cost Baseline Cost Baseline
12
What Is Different In Each Quadrant?
13
Risk: Probabilistic Cost Vs. Benefits

Best Imaginable Most Likely
14
Tools For Building Teams Around Goal Definition

Team
1+1+1=4
Roast Turkey
15
Increasing Uncertainty
Alien
Unskilled, Inexperienced
Worst Imaginable Most Likely Best Imaginable
k Rs k h Riis Hiig h Hg
OutcomeBS Family Lunch

Vegetables Beverages
Stranger Repeater Runner

Unknown Goal Where ever we are going it is away from here Increasing Uncertainty
Costs
Benefits
sk Riisk Low R Low
Worst Imaginable
Staff
Motivation belief understanding involvement

Best Imaginable Most Likely Worst Imaginable
OBS TASKS Family Lunch
Experienced & Skilful
Walls, yellow-stickies, is composed of
Worst Imaginable Most Likely Best Imaginable

What are the planning Clear Goal characteristics of each quadrant? Risks, Rewards, Controls, ?
Costs
Benefits
14
Roast Turkey
Vegetables
Beverages
* From Eddie Obeng All Change!
13
Buy Carve
Eat Roast Prep Serve
Eat
Buy Boil Peel
Serve
Buy
Chill
Serve
15
Development & Management Stages

Licensed for individual use without fee. A commercial license (License@logicalmodel.net) removes this note: Please report unlicensed commercial use & share in fees levied Planning Executing Executing
Initiating Executing Executing Planning Closing Controlling Controlling Planning Controlling Planning Executing Controlling Planning Executing Controlling Closing Planning Controlling
16
Portfolio Management
17
How to Assess Estimates

18
Wider context for project ownership

Maintain
Corporate objectives
Investigation
Design
Build
Integrate
Accept
Deploy
Simply a matter of all project results some-how add-up to a whole
Maximise Core business
Expand Core to new lines
All estimates are predictions of the future: uncertain

Build the Brand Grow staff & Culture
Increase efficiency
Insist on accuracy accept that

Automate process Executive Info Attain Service Levels
precision
takes
Improve Sales Process
Develop Products
Always ask to see the audit trail leading to cost and schedule
&
ID
Project Name/Desc
Sponsor
Project Manager
First Oil@ Date
RAG Status
Business Intelligence
1 Dec 20 Dec
Every estimate must be 3-point: Best, Worst, Most likely

Best: quickest or cheapest or most return & prevailing circumstances* Worst: most expensive or slowest or least return & circumstances* Most likely: the most frequently occurring outcome**
Go/No-Go Go/No-Go Go/No-Go Go/No-Go Go/No-Go Go/No-Go Plan Closing Initiating
Simple matter of resource rationing*

Resource Units 1 2&3
Christmas party
Executing Planning Initiating Planning Controlling Closing
Executing Planning Controlling
Executing
Project 1&2
Controlling
D B I A
D B I A
D B I A
D B I A
D B I A
Project 1 Time
Res-1 Available Demand Res-2 Available Demand Res-3 Available Demand
Jan Feb Mar Apr May 30 20 40 40 40 20 20 20 20 20 10 10 10 10 10 6 8 10 12 10 2 3 3 3 4 0 1 1 1 3 88 86 84 78 78
Calculate and choose confidence levels 50/50, 80/20 & 95/5

If the worst-case costs worst case benefits the project is low risk Everything else is increasingly risky: (& equally your reward too!)
<
YOUR risk
18
Maintain
16
*Neither are simple in political terms, both are simple in capability terms once 17 project planning & tracking is working properly
*Inconcievable that this value will not be the outlying marker ** The most common outcome if we were to do the task many times

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Benefits Management: Granting Approvals

Approval to close the project

An Executive Perspective on What Matters in Project Management

Rolling Wave Planning Before/ After Stage Boundary

What is Corporate Governance T JEC

As detailed as is possible with what we know today

Sir Adrian Cadbury

COSO** reports five components for effective controls:

Work Actuals packages Near Term Activities

Generic resources Activities Indicative Estimates

Generic resources Phases ROM Estimates

2007,8 Logical Model Ltd Simon@LogicalModel.Net

Rolling Wave Planning Before/ After Stage Boundary

As detailed as is possible with what we know today

For further help & assistance

Consultancy & training in

During project conduct

At closure and post project

Generic resources Activities Indicative Estimates

2007,8 Logical Model Ltd Simon@LogicalModel.Net

2007,8 Logical Model Ltd Simon@LogicalModel.Net

(Safe) Project = (Governance over) Change

Project Based Change

Decision Making Architecture

Best Practice Project Planning & Tracking

What Vision What Vision

Measure the results Measure the results

Technical Delivery Business Transition Business Transition

What Strategy What Strategy

How: Goals How: Goals

What Goal What Goal

How: Tasks How: Tasks

Schedule Baseline Schedule Baseline

What Tasks What Tasks

2007,8 Logical Model Ltd Simon@LogicalModel.Net

2007,8 Logical Model Ltd Simon@LogicalModel.Net

Monitoring, Monitoring, Tracking & Tracking & Control Control

Cost & Resource Estimating

What Is Different In Each Quadrant?

Risk: Probabilistic Cost Vs. Benefits

Tools For Building Teams Around Goal Definition

Worst Imaginable Most Likely Best Imaginable

OutcomeBS Family Lunch

Stranger Repeater Runner

Motivation belief understanding involvement

Experienced & Skilful

Walls, yellow-stickies, is composed of

Worst Imaginable Most Likely Best Imaginable

* From Eddie Obeng All Change!

2007,8 Logical Model Ltd Simon@LogicalModel.Net

Eat Roast Prep Serve

Buy Boil Peel

Development & Management Stages

How to Assess Estimates

Wider context for project ownership

Simply a matter of all project results some-how add-up to a whole

Maximise Core business

Expand Core to new lines

All estimates are predictions of the future: uncertain

Insist on accuracy accept that

Improve Sales Process

First Oil@ Date

Every estimate must be 3-point: Best, Worst, Most likely