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
19 19 19 19 20 20 20 20 20 20 DD
9 6 9 7 9 8 99 00 0 0 0 0 0 F+
2 3 4 5 6

Al R
lia isk Sta Dist Cha Exe Int Bus Tru C.R Ent WA
nc M ke ri ng c u er ine st .C er G!
es an ho bu e t n s o p ris
/ ag lde te Ma ive atio s C nt
rac e E
Be em r d n L na l u
tt e A Te ag ev l st tin vo
er nt lig am m e el P M ers g lu t
Co nme s ent P M St i on
nt nt a nd an
ra da
ct PM rd
s M s
at
ur
i ty

© Francis Hartman 2001

What is so different?

 Technology2
 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
Promise and innocent,
Blame
Lie Reward the
Uninvolved

Delivery -
Team of
Confirm the Lie and Lie
Superheroes
some more . . .

© Francis Hartman 2001

Management made RIGHT -
SMART Cycle

Project
Learning Completion
Objectives

Project Project Project

Team Charter Delivery

© Francis Hartman 2001

Are we SMART today?
INSANITY
INSANITY

Optimism Comp’cy Panic Anger Hate Disapp’t Optimism

Concept Dev’t Design Impl’n Accept Operation Concept

© Francis Hartman 2001

SMART™ Program Charter...

S.B.S 3-D 33 Questions

S.B.S 3-D Schedule
Schedule Questions
Mission Decision Decision Won,Done,
Won,Done,Who
Who
Process Process Process Process
KRAs P/L/O/T P/L/O/T P/L/O/T P/L/O/T Priority
Priority
(Stakeholders)
Deliverable Deliverable Deliverable Deliverable Triangle
Triangle
Deliverables Deliverable Deliverable
Deliverable

Exclusions Needs Needs Needs Needs

$,t,Q
$,t,Q
Carley
Carley Graph
Graph RACI+
RACI+ Chart
Chart Risk
Risk Management
Management
or
or P.E.V.
P.E.V. Project Details OOImpact
Impact
OOProbability
Probability
O Deliverable OOControllability
Controllability
OOMonte
MonteCarlo
CarloSimulation
Simulation
t $ O Gantt Chart OORegister
O People/Roles Register
OOMitigation
MitigationPlan
Plan
O Plus... OOContingency
ContingencyMgt.
Mgt.
© Francis Hartman 2001
© Francis Hartman 2001
Priority Triangle

Time Performance
X
X

Cost
© Francis Hartman 2001
Alignment with 3
Questions

 Who?
 Won?
 Done?
© Francis Hartman 2001
Putting it together. . .

Creativity
Trust
Risk-
Fun
Open
Communication taking

Ownership 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 Competence Ethical

Unconscious Evidence based Experiential
(Irrational) (Stable) (Volatile)
© Francis Hartman 2001
 SMART Management
Matrix

h) e
y
lit

wt at
lue
bi

ro S t
us e

nt of

(V Va
na
(& t w
e* r

e)

*
at o

(G ge
ro
t*

Co an

ai

S)
e
St ase

do ha

ar

an
st
us
cu

Sp
W

Sh
Su

Ch
Tr
Fo
Ph

Social Intuitive Enterprise Future

Competence Master
Societal WINNER (Lead)
Cultural (Knowledge)
GAS - HOT Vs=f(R+Ef(S))
Business Integrity Program Today’s
Process Journey-
Commerce (Procedure) CHANGE man
LIQUID Political (Comply)
- WARM Vs=f(R+E)
Competence Project Stable
Tools Apprentice
Delivery OPS. (Follow)
Technology (Tools)
SOLID Technical
- COLD
Vs=f(R)
* Inspired by and Adapted from Jennifer Krahn R = Return;
**Developed with input from Elke Romahn E = Expected Return;  Francis Hartman
CONTACT: fhartman@mobile.rogers.com S = Shadow Expectation Holdings Ltd. 2001
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
Amazon.com $60 million on the first
top 2% project
since •…expect over 25%
publication cost and time reduction
•Savings are only the
beginning…
© Francis Hartman 2001
Any questions?
questions?
© Francis Hartman 2001
Who has used S.M.A.R.T. ?
Shell Carewest KPMG
Nortel C.R.H.A. Alliance Pipeline
Amoco Glenbow Museum Prairie Coal
Terradyne O.E.C.D. Revay and Assoc.
Titan Electric SNC-Lavalin Nova Chemicals
Agra Monenco Imperial Oil TransCanada Pipe-
Mobil Vanbots lines
Syncrude Digital C.D.C.
PanCanadian R.S.I. Infotech
Banff Centre for Arts Nowsco Banff M’g’t Centre

. . . and numerous other companies and individuals

involved in the development of SMART Project Management™

© Francis Hartman 2001