Session No.

735

Project Management: A Critical Skill

Steven C. Turner, CSP, ARM

Robert A. Howarth, CSP

Introduction
Over the years, managing safety projects has become more complex, having a wider breadth
involving multiple disciplines. This fact requires that we become more proficient in the skill of
project management – a critical skill for every safety professional. We must approach project
management in a systematic manner that ensures repeatable successes across the variety of
disciplines we encounter. To do this, it is important that we create a framework that enables us to
deliver expertise to our organizations in an efficient and effective manner.

The purpose of this session is to provide an overview of the project management process and the
importance of the role of a project manager in guiding a project team to achieve the project's goals.
The objectives of the session are to provide participants with specific project management
information on:

♦ The project life cycle,

♦ The project management process,
♦ Working with project teams,
♦ Project budgeting, and
♦ Project planning tools.

Overview of Project Management

The difficulties encountered by a Project Manager should be readily understood by the following
job description:

As a project manager you have the responsibility of accomplishing that which has never
been done before, by predicting the unknown, developing a plan, and then implementing
the plan with people who do not report to you, using limited resources over which you have
no control.

Have you ever felt this way? I have…

Managing projects is riskier than everyday management. The characteristics that make project
management unique is that something must be done which may not have been done before. There
are more specific expectations to be accomplished in a specific timeframe, with limited resources.
Others, who may have different priorities, are involved as the need arises. These individuals may
have diverse backgrounds and functional loyalties. This requires the project manager to be a
motivator, a coordinator, a leader, and an integrator.

Whether you work for a billion-dollar corporation or a one-person shop, sooner or later, you will find
yourself in charge of a large project. The project may be extremely complex or relatively
straightforward, but regardless, you will need to plan and manage it carefully in order to achieve
high-quality results on time and within budget. If you have never managed a large project before, the
prospects may be somewhat intimidating.

But the good news is that recently the field of Project Management has emerged as a distinct
profession with a set of consolidated standards and practices that can be applied by anyone for
virtually any kind of project.

The bad news is that it can take a lot of time to learn these standards and practices. And in
today’s downsized, competitive business environment, it may be difficult, if not impossible, to set
aside your other responsibilities to dedicate time to learning about project management. That is why
we created this session. We hope to provide you with a set of skills and tools to help you, as project
managers, ask the right questions and do the right things to get the job done.

Let’s start with some basics.

What is a Project?
A project is a temporary endeavor undertaken to create a unique product or service. Temporary
means that the project has an ending point. It does not mean that all activities will end, but it does
mean that your involvement, or the project team’s involvement, is finite; it is not a permanent or
ongoing effort. Unique means that the project will result in something new, not just an extension of
routine products or services, although it can be an enhancement to something that already exists.

What is a Project Life Cycle?

The project life cycle is a collection of project phases in which the subject and number are
determined by the needs of the organization involved in the project. The project phases are unique to
the industry and designed to achieve specific project deliverables, which evolve systematically over
the life of the project. In this way, the project manager and project team can more effectively
exercise control over the quality, timing, and cost of the project deliverables.

What is Project Scope?

Project Scope is defined as the sum of the products (deliverables) and services to be provided as a
result of the project? Moreover, the product scope includes a list of the project objectives, the
success criteria (cost, schedule, and quality measures), and a definition of the activities that the
project team will perform in order to complete the project.

Why Do Projects Need to be Managed?

Projects need to be specifically managed because:

♦ Projects require focused attention to be successful

♦ Projects are oriented toward specific goals
♦ There is something unique about each project
♦ Projects have deadlines, budgets, and standards that have to be coordinated and managed
♦ Projects are supported by people who need and deserve direction and support

What is Project Management?

Project Management is a process where inputs are transformed into a set of desired outputs to meet
specific objectives in an environment with generally known constraints that: 1) Are designed to
meet or exceed stakeholders needs and expectations, and 2) Apply the knowledge, skills, tools, and
techniques to project activities.

Project Management Roles and Responsibilities

♦ Project Sponsor: Primary driver to achieve success; maintains support and commitment and
shows a visible concern for success
♦ Project Manager: Deliver the results and benefits on time, to the specification and within budget
♦ Project Team Member: Ensure that the work they are responsible for gets completed on time and
at expected quality
♦ Functional Manager: Commit the needed resources to the approved projects

Work Planning and Communication

Workplan Methodology – What is the work that needs to be done?
A workplan is a tool or method for organizing work. The benefits of using a workplan consist of:
♦ Defining the work to be accomplished
♦ Determining flow of the work and a feasible timeframe for completing the work
♦ Identifying resource needs, assumptions, and measurements for success
♦ Assessing risk
♦ Providing a tool for managing implementation and for gaining feedback and approvals

There are 9 steps to building a workplan:

1. Determine Objectives and Identify Value

2. Determine Approach
3. Determine Logic
4. Determine Detailed Tasks and Assign Timeframe to Tasks
5. Determine Resource Requirements
6. Document Assumptions
7. Define Measures for Success
8. Assess Risk
9. Document Key Milestones

Let’s look more closely at each step in the process (See the “Workplan Approach
Framework” diagram in Appendix):
 Step
Step 1: Determine Objectives
and Identify Value
Step 2: Determine Approach
Step 3: Determine Logic
Step 4: Determine Detailed
Tasks and Assign
Timeframes to Tasks
Step 5: Determine Resource
Requirements
Definition/Result/Tools
♦ Definition(s):
- Objectives: What is going to be achieved
specifically
- Value: The benefits of achieving the objectives
♦ Result:
- Focuses work towards achieving values-added
results
- Provides basis for decision to execute workplan
♦ Definition:
- Approach: “Big picture” look at the basic
process and work
♦ Result:
- Broad view of activities needed to accomplish
the objective
- Overall sequencing identified
♦ Definition:
- Logic: Mid-level view of the work
♦ Result:
- Major tasks identified and sequenced in the
order needed to achieve the objective
♦ Suggested Tools:
- Microsoft PowerPoint
- Visio
- Microsoft Excel
♦ Definition:
- Detailed Tasks and Timeframe: Work outlined
step by step
♦ Result:
- Type and amount of work
- Feasible timeframe to complete project
♦ Suggested Tools:
- Microsoft Project Gantt Chart
- Microsoft Excel
- Microsoft Word Table
♦ Definition:
- Resource Requirements: Human resources
needs to complete the work in terms of the
following
quantity of people
skills and qualifications
accountabilities
♦ Result:

Step 6: Document
Assumptions
Step 7: Define Measures for
Success
Step 8: Assess Risk
Step 9: Document Key
Milestones
In summary, a workplan sets the stage for action and success:
- Number and type of resource(s) identified
- Clear deliverables and time commitment for
each resource defined
- Resource selection/recruiting criteria
♦ Suggested Tools:
- Microsoft Word Table
- Microsoft Excel
♦ Definition:
- Assumptions: What is implied within the work
♦ Result:
- Clarifies upfront what is implied in the
workplan
- Provides justification for future changes to
workplan due to changes in assumptions
♦ Definition:
- Measures for Success: Quantifiable factors
that can be tracked on an ongoing basis to
determine how successfully the objectives and
values set in Step 1 are met
♦ Result:
- Establishes a baseline to track success
- Ability to track the success of the work
♦ Definition:
- Risk: Potential problems or roadblocks which
may affect the ability to execute the workplan
♦ Result:
- Ability to compare potential value to potential
risk
- Provides basis for decision to execute workplan
- Identifies areas for developing contingency
plan
♦ Definition:
- Key Milestones: Summary of step by step
work with target completion dates and
responsible individual(s)
♦ Result:
- Provides a means for gaining feedback and
approvals
- Tool for keeping accountability to and tracking
progress of workplan
 Work plan Element
♦ Determine objectives and identify value
♦ Define work and timeframe
♦ Identify Risks
♦ Define detailed and actionable task lists
♦ Identify major assumptions
♦ Determine resource requirements, skills,
and accountabilities
♦ Define success measures
♦ Document key milestones
Value Provided
♦ Provides basis for making decisions on
whether to proceed with work
♦ Provides feasible methodology for
tracking work and achieving desired
future state
♦ Presents clear understanding and
method for tracking the impact of
changes in assumptions
♦ Ensures more effective execution by
deploying the right people against the
right work
♦ Confirms that measures for success are
defined and implemented
♦ Ensures successful execution of
workplan and management of resources

Communicating Your Project

Framing up your proposal or project is a structured approach to drive decision-making.
The benefits to using this approach include:

♦ Using meeting and management time efficiently

♦ Focusing the audience on issue(s) at hand
♦ Directing the audience to your recommendation(s)
♦ Forcing YOU to clearly understand and articulate the issues
♦ DRIVING DECISIONS

The process of framing up your project creates a story line, which focuses the audience on
the issues and recommendations. Framing drives decision on several levels:

♦ Yes / No
♦ Directional / Guidance
♦ Next Steps (confirm and clarify)

Consider framing up whenever you have the following opportunities and are looking to get
the management buy-in and/or approval to move forward (in other words, the green light):

♦ New processes and procedures / re-engineering

♦ Budget proposals
♦ Capital justification
♦ Operations issues
♦ Policy changes
♦ New initiative approvals

The How!

♦ Approach
- Clearly identify the issues or the situation needing attention
- Determine the recommendation
- Determine who the audience is
- Develop ‘story line’ sections
♦ Guidelines
- Ensure all information is value-added and focused; do not include issues not
addressed in recommendation
- Be concise
- Frame issues as “yes or no” questions, if possible
- Articulate key points, starting sentences with and action verb if possible
- Provide quantitative supporting documentation as necessary
- Format if using a deck
Bullets
Landscape
Large font for readability if projecting on a screen (16-18 pt.)
♦ The Story Sections
- Include as appropriate; order of sections may vary

The Quick and Dirty Middle Ground Grab Bag

♦ Situation ♦ Background ♦ Background
♦ Complication ♦ Current Situation ♦ Current Situation
♦ Resolution ♦ Issue(s) ♦ Benchmarking
♦ Recommendation ♦ Issue(s)
♦ Benefit(s) ♦ Options
♦ Key Question(s)
♦ Recommendation
♦ Risk Assessment
♦ Justification for
Recommendation
♦ Action Items
♦ Next Steps

Ten Commandments of Project Management (Keys to Success)

Project managers handle different, diverse, time consuming issues, both technical and personnel.
These requirements can be made less difficult by following the ten commandments of project
management.

1. Set a Project Goal

2. Determine the Project Objectives
3. Establish checkpoints, activities, relationships, and time estimates
4. Draw a Picture of the Project Schedule
5. Direct people individually and as a Project Team
6. Reinforce the Commitment and Excitement of the Project Team
7. Keep Everyone Connected with the Project Informed
8. Build Agreements that Vitalize Team Members (Agree to Disagree)
9. Empower Yourself and Others on the Project Team
10. Encourage Risk Taking and Creativity

Why Do Projects Fail?

Project can fail from a variety of factors. Some factors are within the project manager’s control and
some are not. Most projects fail due to:

♦ Inadequate Definition (scope, deliverables, etc.)

♦ Poor Planning
♦ Wrong Project Manager/Leader
♦ Wrong Team Members/Lack of Teamwork
♦ Ineffective Controls
♦ Ineffective Communication
♦ Unrealistic Timeline/Poor Time Management

Roadblocks to a Successful Project

There are many issues that can prevent a project manager from being successful. Some of them are
poorly defined and poorly communicated project goals and objectives have the potential of being
one of the first problems that a project manager can encounter. Improper expectations and
parameter can also be a challenge. Limited and competing time demands of the project manager
and those involved in the project may become a problem. A lack of leadership and teamwork can
be a major stumbling block to the success of a project, as can be poor planning. The final issue a
project manager has to manage is the potential of scope change, or scope creep. This occurs when
the project customer makes changes without understanding the impact on time and cost and the
project manager fails to take the appropriate response. Any or part of all of these issues can and
will be roadblocks to a successful project.

Triple Threat Constraints

Even after following the five steps and Ten Commandments of project management, the project
manager has three major issues to face. These constraints are known as Triple Threat Constraints,
which are time, cost, and performance. Time because of the limited time a project has to be
completed, budgets drive the cost constraint and very specific deliverables of the project scope are
measured by the performance.

Project Management Tools

The task of project management can be made a lot simpler by employing a variety of available tools.
The number and variety of tools to choose from is extensive; however, for our purposes here, we
have summarized the most effective tools into three basic categories.
Team-Based Problem-Solving Tools
Gantt Charts – are used for scheduling sequential and simultaneous tasks. A Gannt Chart (or timeline)
is a commonly used bar chart that plots tasks or resources against time so projects can be scheduled.
Gannt Charts basically consist of several horizontal bars that plot the steps necessary to complete a
project against a timeline. Each task or activity is plotted by a bar or line that begins and ends at a
definite time. At any given time, project managers can review the chart to determine whether each
aspect of the project is on time, ahead of time, or behind time. The purposes of Gannt Charts are to:

♦ Ensure that all activities are being planned

♦ Establish an order in which activities should be performed
♦ Record time estimates for each project
♦ Determine an overall timeframe for the project

The advantages of using a Gannt Chart consist of:

♦ Being simple to use

♦ The capability of clearly showing tasks and resources
♦ Displaying whether a project is on track
♦ Showing what tasks/activities are done concurrently
♦ Being commonly used and easily understood

The disadvantages of using a Gannt Chart consist of:

♦ Not lending themselves to computation of schedule attributes like completion dates

♦ Being difficult to use for project tracking without computer support
♦ Not clearly showing the linkages between various tasks nor the relationships between resources
and time to complete the task
♦ An inability to provide information about how to get a project back on track

Cause and Effect (or Fishbone) Diagrams – are used to identify, explore, and display possible
causes to a problem. They 1) Enable a team to focus on the content of the problem, not on the
history of the problem or differing personal interests of team members, and 2) Create a snapshot of
the collective knowledge and consensus of a team around a problem and build support for the
resulting solutions.

Strengths:

♦ Allows discussion of variables by category

♦ Used to break down complex multifaceted problems into element issues
♦ Provides structure to brainstorming activity
♦ Assists in focusing on critical elements or key process variables

Weaknesses:

♦ Team must have understanding of the problem

♦ Some have difficulty with categorizing and sub-categorizing issues
♦ Result is a list of problem elements, not solutions
Force Field Diagrams – are used to analyze the positives and negatives of change. Force field
analysis is a strategic tool for identifying factors that support or impede change within an
organization. The analysis is completed by defining potential driving forces (that support change)
and restraining forces (that impede change) for a specific goal or desired change. If the driving
forces are stronger than the restraining forces, the change will occur. If the restraining forces are
stronger, one or more of these factors must be changed to enable the change to occur. Force field
analysis can be used to:

♦ Analyze how a current process works

♦ Design an improved process
♦ Establish standards that may require overcoming some restraining forces
♦ Encourage change by defining the organizational factors that may drive or block desired changes

Flow Charts – are used for picturing a process. They allow a Project Team to identify the actual flow
or sequence of events of a process. Flow charts can be applied to anything from the flow of materials
to the steps in making a sale or servicing a product. Flow charts also:

♦ Show complexity, problem areas, roadblocks, redundancy, and where things may be simplified
♦ Compare and contrast the actual versus ideal flow of a process so improvements can be made
♦ Examine process steps and activities of the process where performance is critical
♦ Identify locations where additional data can be collected and investigated
♦ Serve as a training aid for understanding the complete process

Creating a flow chart is accomplished by performing the following steps:

1. Determine the boundaries of the process – by clearly defining where the process under study
starts (inputs) and ends (final output) and getting the team to agree on the level of detail that must
be shown to fully understand the process.

2. Determine the steps in the process – by brainstorming a list of all major activities, inputs,
outputs, and decisions on a white board from the beginning of the process to the end.

3. Arrange the sequence of the steps – in the order they are carried out. Use Post-it notes so you
can move them around.

4. Draw the flow chart using the appropriate symbols, as follows:

Oval – used to show inputs (materials, information, actions) that start the
process and outputs (reports, decisions, products) that show the results of
the process

Box or rectangle – used to show a task or activity performed in the process

(You might have multiple inputs but only 1 output)

Diamond – used to show those points in the process where a yes/no (or
go/no go) question is being asked or a decision needs to be made
 Circle with Letter or Number – used to identify a break in the flow chart
A that is continued somewhere else (on the same page or another page)

Arrow – used to show direction or flow of the process

Various Graphic Used to show a variety of steps or items beyond the basic steps shown
Symbols above (report, computer, backup tape, etc.)

5. Finalize the flow chart by:

♦ Checking it for completeness (are process steps correctly identified?; are all feedback loops
closed?; are symbols correctly used?; etc.)
♦ Testing it for accuracy (is it correct?; do inputs and outputs make sense?; are there ways to
simplify the process?; etc.)
♦ Performing a Reality Check (does the process actually work this way?; what do other people
think about it’s appropriateness?; listen to their input)

Microsoft Project Software

There are a variety of software programs that can help you manage large projects. Without trying to
offer an endorsement, I have found Microsoft Project to be a powerful project management
software package. It is an effective tool for organizing and simplifying the project management
process, and is specifically helpful for:

♦ Visualizing project goals and outcomes,

♦ Building your project plan (entering tasks and their duration; linking tasks and assignment of
resources; assigning costs to those resources),
♦ Tracking the project (tracking progress and costs; defining and customizing reports; accessing
and distributing project information), and
♦ Closing the project (all tasks are done and milestones are completed).

Like most software, it may take a while to master the necessary skills to use Microsoft Project,
but it’s worth the effort. In addition to the basic features mentioned above, it can:

♦ Help spot problems – You can see problems as they develop and take corrective action to solve
the problem.
♦ Improve customer/stakeholder communication – You can create a visual roadmap of your
project’s tasks and their timelines. This can be effective in demonstrating what is involved in the
project and how tasks are interrelated.
♦ Reduce the chance of scope creep – Changes to the original project definition and scope become
readily apparent and allow you to go back to the sponsors/customers and renegotiate the terms
♦ Provide documentation for the project.

The basic reports that Microsoft Project can provide include:

♦ Gantt Charts - Displays the project database to assist the user in obtaining meaningful
information
♦ Milestone Charts - Marks significant progress in the project
♦ Customized Charts and Reports

One of the problems with project management software is that it is kind of like a Swiss Army
knife – it can do dozens of things for you, but there are probably only a few things you actually need
it to do. Also, you should reserve its use to larger projects; small projects probably do not justify the
time and effort to employ software tools. Rather than wasting your time rummaging through the
maze of pull-down menus and cryptic icons, it is much more effective to sketch out your project on
paper first and then let the software organize, document, and track the large amount of information
that will be developed as the project progresses. You can take charge of your project management
software by utilizing the following step-by-step process:

Step 1 – Do your homework first to demonstrate the need for the project, determining the project
scope, and securing authorization for the project.

Step 2 – Define the major steps of the project by drawing out the sequence of activities on paper
or a flip chart. This will help you visualize the kinds of outputs you will want from your project
management software. Be sure to: a) List all major activities and steps that need to occur, b)
Estimate the time and resource requirements, c) Develop a schedule for the project, and d) Build a
budget for the project.

Step 3 – Consider the strengths as well as the limitations of your project management software.
As strengths, project management software allows you to:

♦ Plan faster with pre-programmed templates

♦ Make changes quickly and easily
♦ Avoid overlapping or overbooking resources
♦ Create reports to communicate the plan and its progress
♦ Provide customized schedules and reports as needed
♦ Update the project plan quickly and accurately
♦ Make better decisions by creating a large database of project information

The limitations of project management software are that it cannot:

♦ Define the project objectives or scope

♦ Determine what resources to use
♦ Decide how to do the job
♦ Estimate time requirements
♦ Determine how to correct mistakes or solve problems

Step 4 – Create your electronic project plan by inputting the basic project data into the software.
Use only the menus and choices that suit your purpose; avoid being overwhelmed by the large
number of available options that you probably can ignore.

Project Management Cost Planning Systems

Project Managers are inevitably required to estimate and manage the costs of a project. There are
five basic cost planning systems, each with varying degrees of accuracy:

♦ Order of Magnitude ± 30%

No cost data
Based on related experience

♦ Approximation Estimates ± 20%

No cost data
Based on similar experience
(e.g., a similar type of project)

♦ Detail Cost Estimates ±10%

Detailed cost data
Most time-consuming
(e.g., using published cost data)

♦ Learning Curves Model ±5%

Repeated activity increases efficiency
Follows company model to implement the same type of project

♦ SWAG ± your job

Strategic Wild Ass Guess

Effective Team Meetings

Most projects involve a series of meetings throughout the project lifetime. Meetings can be a
valuable source of information and a necessary means of making progress; however, they can also be
a frustrating waste of time and effort. Project managers can make the most out of meetings by
utilizing the following guidelines:

Preparation

♦ Define a purpose for the meeting

♦ Develop a written meeting plan
♦ Identify roles for the meeting (leader, timekeeper, recorder, etc.)
♦ Prepare and distribute an agenda
♦ Set up the meeting room in advance

Beginning the Meeting

♦ Start on time
♦ Introduce the meeting leader
♦ Allow members to introduce themselves, if applicable
♦ Review the agenda (change if needed)
♦ Establish time limits
♦ Review prior meeting action items
Ground Rules

♦ Show up on time
♦ Be prepared
♦ Stay on time and purpose
♦ Keep an open mind
♦ Respect other opinions
♦ Resolve one-on-one issues offline
♦ Eliminate cell phones and pagers
♦ Avoid side conversations
♦ Listen for interdependencies
♦ Disagree, but Keep Commitments
♦ Ask questions for clarification and comments to add value
♦ Come prepared to do what’s good for the project

Ending the Meeting

♦ Develop action items

♦ Summarize the meeting with the group
♦ Establish the date and time for a follow-up meeting
♦ Evaluate the meeting
♦ End on time
♦ Prepare and distribute minutes, if appropriate

Project Management Synthesis/Summary

We have provided you with a lot of information about the theory of managing projects. But we must
never forget that there is also an art to project management. Successful project managers
consistently provide us with the following advice:

1. Spend less time doing and more time planning – It is not unusual for project teams to be quick to
act and slow to think. By spending an adequate amount of time planning, the execution time is
normally much shorter. Also, if you jump to action too fast, you may waste a lot of time heading
off into the wrong direction or correcting mistakes. Experts advise 50% planning, 25% doing,
and 25% testing and training.

2. Remember that, even though project teams often face one-of-a-kind challenges, most projects
have a lot of things in common with each other. Don’t reinvent the wheel. Not every project
requires a unique plan of operation. During your planning phase, look at previous similar
projects, or projects in other departments, for commonalities you can use to streamline or
shortcut your effort.

3. Finally, project managers need to remember that their work does not just involve solving
problems and meeting deadlines. It is also about maintaining momentum and morale. Therefore,
build fun into the project: Consider a kickoff meeting that is part work and part play (such as
providing food); Plan to have a celebration of some kind for completing major milestones and
 for completing the project as well. It is generally true that – If project work is not fun, people will
not want to do it.

Next Steps:
We would like to thank you for attending this session; hopefully you got something out of it. One of
the best things you can do now is to apply this knowledge back on your jobs to anchor your new
skills. This can be done by:

♦ Using the information presented on a project (group or individual) right away

♦ Practicing the skills as often as you can
♦ Sharing the materials and skills by teaching others
♦ Learning more about project management by taking a class, attending a seminar, or learning how
to use project management software.

Parting Thoughts:

Never underestimate the power of crazy people in large groups!

Never underestimate that a small group of committed people can change the world. Indeed, it’s the
only thing that ever has.

Bibliography
Brassard, Michael & Ritter, Diane. The Memory Jogger II. Salem, NH: GOAL/QPC
1994

Drucker, Peter F. The Effective Executive. New York, NY: Harper and Row
1985

Greer, Michael. The Project Manager’s Partner: A Step-by-Step Guide to Project

Management. Amherst, MD: HRD Press, Inc. 1996

Martin, Martin D., Teagarden, C. Claude, and Lambreth, Charles F. Contract

Administration for the Project Manager. Upper Darby, PA: Project Management
Institute 1994

Rosenau, Milton D. Successful Project Management. New York, NY Van Nostrand

Reinhold 1981

The Project Management Institute. A Guide to the Project Management Body of

Knowledge. Upper Darby, PA: Project Management Institute 1994
 APPENDIX

Workplan Approach Template

Identify Assess
Identify Assess
Objectives Current Determine
Objectives Current Determine
& Value State End State
& Value State End State
•Requirements
•Requirements Determine
•Assumptions Determine
•Assumptions Strategy for
Benchmark & Strategy for
Benchmark & •Constraints Achieving End
Research •Constraints Achieving End
Research State
•Scope State
•Scope

Develop Process/
Develop Process/
Tools/Measurement to
Tools/Measurement to
Achieve End State Pilot/Test
Achieve End State Pilot/Test
End State
End State

Plan
Plan
Implementation Measure
Implementation Implementation Measure
Implementation Success
Success

Ongoing Learning, Refinement, Communication, and Approvals

Ongoing Learning, Refinement, Communication, and Approvals

Cross Check Against Objectives and Value

Cross Check Against Objectives and Value

Define Skills, Resources, and Accountabilities

Define Skills, Resources, and Accountabilities
 Workplan Logic Template

Identify
Objective(s
)

Identify
Value
Assess Current State

Determine Strategy for Achieving End State

Identify Objective
&Value

Determine End State

Develop Process/Tools/Measurements to
Benchmark & Research
Achieve End State

Ongoing Learning, Refinement, Communication, and Approvals

Ongoing Learning, Refinement, Communication, and Approvals

Cross
CrossCheck
CheckAgainst
AgainstObjectives
Objectivesand
andValue
Value

Define Skills, Resources, and Accountabilities

Define Skills, Resources, and Accountabilities
 Workplan Logic Template (cont.)
Plan and
prepare for
Pilot/Test

Were YES
Pilot/Test these the
Process/Tools/ desired
Measurements results?

NO
•Re-test?
•Modify Future State?
•Modify Methods?
•Modify Objective?
Pilot/Test End State

Implementation
Measure Success

Plan Implementation

Ongoing Learning, Refinement, Communication, and Approvals

Ongoing Learning, Refinement, Communication, and Approvals
Cross Check Against Objectives and Value
Cross Check Against Objectives and Value

Define Skills, Resources, and Accountabilities

Define Skills, Resources, and Accountabilities