SMART Management

What goes wrong on projects

Francis Hartman PhD FEIC MIMgt PEng Teleconference Calgary, April 2001
Francis Hartman 2001

Agenda
Do we have a problem here? What SMART Management is Why it works better Some examples

Francis Hartman 2001

Do we have a Problem?
Time to commute? Buy me a car . . . A typical family outing . . . Getting a haircut . . . The IDAHO test

Francis Hartman 2001

Predictions . . .
2001

Francis Hartman 2001

The Strategy Challenges

Share Value and the Analysts Contained Chaos
Disparate Agendas and Priorities Shifting Business Conditions Keeping Stakeholders Aligned Corporate Metrics v. Value Budget Cycles

Translating Intent into Action

Francis Hartman 2001

What is so different?
Technology Complexity (merging, competing, partnering ) Uncertainty, harder to predict outcomes Better Business relationships Can we learn from this?
Needed Predictability Better Results
Francis Hartman 2001

Why SMART PM?

Faster and Cheaper Projects Higher end-customer satisfaction Lower team Stress and turnover Better quality and creativity Easier to make mid-course corrections Eliminate wrong Projects Reduce rework and churn
Francis Hartman 2001

The PM Stuff
CPM Power Passion Power Just-go-do-it - the Strategy disconnect PM is technical and tactical - career limiting, so not the best? Lots of Detail - lose the big picture Measure the wrong stuff!
Francis Hartman 2001

Management made Wrong STUPID Cycle

Punish the innocent, Reward the Uninvolved

Promise and Lie

Blame

Team of Superheroes

Confirm the Lie

Delivery and Lie some more . . .

Francis Hartman 2001

Management made RIGHT - SMART Cycle

Project Objectives

Learning

Completion

Project Team

Project Charter

Project Delivery

Francis Hartman 2001

Are we SMART today?

INSANITY

Optimism Compcy Panic Concept Devt

Anger

Hate

Disappt

Optimism

Design Impln

Accept Operation Concept

Francis Hartman 2001

SMART Program Charter...

S.B.S Mission KRAs
(Stakeholders)

3-D Schedule
Decision
Process Process
P/L/O/T P/L/O/T

3 Questions
Won,Done, Who
Process
P/L/O/T

Decision
Process
P/L/O/T

Deliverables Exclusions

Deliverable Deliverable Deliverable

Deliverable Deliverable Deliverable

Deliverable

Priority Triangle $,t,Q

Needs Needs Needs

Needs

Carley Graph or P.E.V. t $

RACI+ Chart
Project Details
O Deliverable O Gantt Chart O People/Roles O Plus...
Francis Hartman 2001

Risk Management
O Impact O Probability O Controllability O Monte Carlo Simulation O Register O Mitigation Plan O Contingency Mgt.

 Francis Hartman 2001

Priority Triangle
Time X Performance

Cost
Francis Hartman 2001

Alignment with 3 Questions

Who? Won? Done?

Francis Hartman 2001

Putting it together. . .
Creativity RiskOpen Communication taking Ownership

Trust

Fun

Tribalism

Francis Hartman 2001

Icons
Icons are specific to a user Summary of status of their span of control Sensitivities set by user Driven by business not by procedure Currency maintained through time-outs

Francis Hartman 2001

Preview: SMART Trust Model - 1

Emotional Unconscious (Irrational)

Competence Evidence based (Stable)

Francis Hartman 2001

Ethical Experiential (Volatile)

SMART Management Matrix

GAS - HOT

Social Societal Cultural

Competence (Knowledge)

Intuitive Enterprise

Future WINNER

Master (Lead)

Vs=f(R+Ef(S))
Program

LIQUID - WARM

Business Process Integrity Commerce (Procedure) Political

Competence

Todays CHANGE

Journeyman

Vs=f(R+E)
Project

(Comply)
Apprentice

SOLID - COLD

Tools Delivery Technology (Tools) Technical

Stable OPS.

(Follow)

Vs=f(R)
R = Return; E = Expected Return; S = Shadow Expectation Francis Hartman Holdings Ltd. 2001

* Inspired by and Adapted from Jennifer Krahn **Developed with input from Elke Romahn CONTACT: fhartman@mobile.rogers.com Tel:(403)239-0207 Cel: (403)667-7338

Summary
Strategies are just large programs or projects Manage objectives in a business as Deliverable Items Use rolling wave budget and planning approaches - so you can roll with the punches Be SMART and Keep it Simple...
Francis Hartman 2001

Released in April 2000

PEOPLE SAY: A better way It is so simple I am using it already PEOPLE KNOW: SMART Saved us over $60 million on the first project expect over 25% cost and time reduction Savings are only the beginning
Francis Hartman 2001

Amazon.com top 2% since publication

Any questions?
Francis Hartman 2001

Who has used S.M.A.R.T. ?

Shell Nortel Amoco Terradyne Titan Electric Agra Monenco Mobil Syncrude PanCanadian Banff Centre for Arts Carewest C.R.H.A. Glenbow Museum O.E.C.D. SNC-Lavalin Imperial Oil Vanbots Digital R.S.I. Nowsco KPMG Alliance Pipeline Prairie Coal Revay and Assoc. Nova Chemicals TransCanada Pipelines C.D.C. Infotech Banff Mgt Centre

. . . and numerous other companies and individuals involved in the development of SMART Project Management

Francis Hartman 2001