Independent Project Management Reviews Spanish Inquisition vs Helpful

Independent Project Management Reviews (Spanish Inquisition vs. Helpful Advice) by Andy Putnam, PMP Senior Project Manager Information Technology Division Erie Insurance Seminar on the Slopes March 22, 2009 Independent Project Management Reviews

Presentation Overview • Independent Project Management Reviews Spanish inquisition or means to obtain helpful advice… Are you questioning the value that an independent project management review process can bring to you and your organization? This presentation will examine the potential value propositions that such a process can bring if done right and pitfalls if done wrong. A successful approach for an independent project review will be outlined, including some practical advice for PMO managers, project managers, and project reviewers. It will also include a brief, appropriately sanitized review of some of the presenter’s past experiences as both a “project reviewer” and a “project manager undergoing a review”. March 22, 2009 Independent Project Management Reviews 2

Presentation Topics • • • Introduction & Caveats Definition of Terms Process Overview Typical Value Propositions Putnam’s Top 10 – Project Reviews Gone Wrong (Common Pitfalls & Challenges) Critical Success Factors (Key Ingredients for Success) Practical Advice for Review Participants Lessons Learned from Past Reviews Summary Question and Answer Period March 22, 2009 Independent Project Management Reviews 3

Caveats • • • It depends… More than one answer / one approach Practitioner’s view; not researcher’s or author’s Terminology can sometimes be misleading The process suggested in this presentation can be tailored/adapted based on environmental circumstance, project risk, project size, and/or technical complexity • The presenter’s experience and this presentation is oriented to IT Project Management March 22, 2009 Independent Project Management Reviews 4

Definition of Terms: Project Management Review A formal process entailing independent peer assessment of the sufficiency of existing project management processes, plans, controls and teamwork. Typically results in the delivery of an overall review score and a report summarizing key findings and recommendations. Sometimes known as a “project health check” or a “project audit”. March 22, 2009 Independent Project Management Reviews 5

Process Overview – Typical Steps Prepare Execute Plan, Tailor, and Schedule The Review Receive Presentation from Project Manager Present and Discuss Results Communicate With Review Participants Interview Sponsors, Customers, and Team Finalize Review Report Gather / Prepare Materials Document and Analyze Findings Determine Timing for Follow Up / Next Review Existing Documentation and Records Determine Score and Formulate Recommendations Develop Action Plans March 22, 2009 Independent Project Management Reviews Close 6

Process Overview – Typical Participants Leaders Team & Customer Executive and Project Sponsors Selected Project Team Members Review Team Lead (Experienced) Project Manager Selected Customer Representatives Reviewer 2 (Domain SME) PMO Manager / PM’s Manager Team Leads Reviewer 3 (Optional) Plans and Controls Specialists Selected Subject Matter Experts (SMEs) March 22, 2009 Independent Project Management Reviews Review Team 7

Process Overview – Typical Artifacts Inputs Outputs Project Plan and Control Documents Tailored Project Review Plan / Schedule Review Report (Recommendations & Score) Project Manager’s Presentation Project Review Checklist / Matrix Results Presentation Tailored Interview Questions Project Methodology and Standards Interview Notes and Completed Review Checklist / Matrix Project Documentation Repository Project Management Processes Schedule for Follow Up Reviews March 22, 2009 Independent Project Management Reviews 8

Process Overview – Review Scope 4. Project Integration 5. Project Scope Management 6. Project Time 4. 1 Develop Project Charter 4. 2 Develop Preliminary Project Scope Statement 4. 3 Develop Project Management Plan 4. 4 Direct and Manage Project Execution 4. 5 Monitor and Control Project Work 4. 6 Integrated Change Control 4. 7 Close Project 5. 1 5. 2 5. 3 5. 4 5. 5 6. 1 6. 2 6. 3 6. 4 6. 5 6. 6 7. Project Cost 8. Project Quality Management Scope Planning Scope Definition Create WBS Scope Verification Scope Control Management Activity Definition Activity Sequencing Activity Resource Estimating Activity Duration Estimating Schedule Development Schedule Control 9. Project Human Resource Management 7. 1 Cost Estimating 7. 2 Cost Budgeting 7. 3 Cost Control 8. 1 Quality Planning 8. 2 Perform Quality Assurance 8. 3 Perform Quality Control 9. 1 9. 2 9. 3 9. 4 10. Project Communications 11. Project Risk 12. Project Procurement Management 10. 1 10. 2 10. 3 10. 4 Communications Planning Information Distribution Performance Reporting Manage Stakeholders Management Human Resource Planning Acquire Project Team Develop Project Team Manage Project Team 11. 1 11. 2 11. 3 11. 4 11. 5 11. 6 Risk Management Planning Risk Identification Qualitative Risk Analysis Quantitative Risk Analysis Risk Response Planning Risk Monitoring and Control Management 12. 1 12. 2 12. 3 12. 4 12. 5 12. 6 Plan Purchases and Acquisitions Plan Contracting Request Seller Responses Select Sellers Contract Administration Contract Closure Figure 1 -1. PMBOK Third Edition; Overview of Project Management Knowledge Areas and Project Management Processes @2004 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073 -3299 USA March 22, 2009 Independent Project Management Reviews 9

What It Shouldn’t Be. . . • A Witch Hunt / Spanish Inquisition • A Game or Political Move • A Mechanical Exercise • A Technical Review / Product Quality Audit • An Exercise With A Predetermined Outcome • A Significant Disruption to Ongoing Progress • A Major Effort / Labor Drain • A Never-Ending, Poorly-Planned, or Poorly-Orchestrated Effort March 22, 2009 Independent Project Management Reviews 10

Typical Value Propositions • Helpful Advice • Fresh, Unbiased Perspective (Forest vs. Trees) • Risk Identification / Mitigation • Creative Ideas • Validation / Message Delivery • Synchronization of Expectations • Structure / Cleanup Through Review Preparation • Heightened Accountability March 22, 2009 Independent Project Management Reviews 11

Putnam’s Top 10 – Project Reviews Gone Wrong 1. “The sponsor is upset and wants the name(s) of the guilty party. ” 2. “Let’s not volunteer that concern to the project review team. ” 3. “This review is a joke! The project review team just doesn’t get it. ” 4. “John’s a lot more credible than the others. Listen to John. ” 5. “Let’s bury the review team in detail. That’ll throw them for a loop. ” 6. “The Sponsor’s opinion should count 3 -times more than anyone else’s. ” 7. “True but, we can’t put anything like that into the review report. ” 8. “This review will be the perfect opportunity to deliver some payback. ” 9. “Who needs objective reviewers anyway? We can do this ourselves. ” 10. “Everything’s under control. Let’s skip or shorten the review. ” March 22, 2009 Independent Project Management Reviews 12

Success Tips – Mind Mapping March 22, 2009 Independent Project Management Reviews 13

Success Tips - Review Scoring Guidelines • Review team assigns an overall project health score after report is drafted. • Assign a score that “best fits” the actual condition of the project. • It is helpful to have detailed scoring criteria worked out in advance. • Not a scientific or formula-based exercise; judgment is required. • Assignment of ratings such as “B-“, “C+”, “A-“, etc. is permissible. March 22, 2009 Independent Project Management Reviews 14

Success Tips - Review Scoring Guidelines March 22, 2009 Independent Project Management Reviews 15

Practical Advice for the Review Team Ø Plan properly and manage expectations carefully Ø Review project documentation in advance; use proper data gathering and analysis techniques Ø Remain focused on facts; avoid rumors and office politics Ø Manage time effectively; Stay out of the weeds; consider a mind map Ø Insist on frankness during the interview process; use open-ended questions Ø Start with positive observations; recognize accomplishments Ø Offer any criticism constructively; recognize achievements Ø Always discuss the review score with the PM and sponsors before release March 22, 2009 Independent Project Management Reviews 16

Practical Advice for the PM Ø View the process as being helpful vs. critical; Even if reviewers seem otherwise Ø Keep a positive attitude; cooperate fully with review team; encourage your project team to do same Ø Avoid adoption of a defensive posture Ø Ensure records are properly organized and stowed Ø Share openly & readily; Use the project overview presentation to fully disclose current conditions and challenges Ø Expect review team to find/see things you haven’t thought of Ø Develop action plans in response to review findings and recommendations March 22, 2009 Independent Project Management Reviews 17

Practical Advice for the Sponsor & PMO Manager ØSelect the right reviewers (unbiased, domain knowledgeable, at least 1 experienced) Ø Communicate any process expectations up front Ø Remain vigilant for politics or interference; encourage sound process and full cooperation Ø Monitor progress and demonstrate support for review team Ø Attend the results presentation/discussion if possible; Question for understanding and clarity Ø Be sure to capture review report and any “lessons learned” March 22, 2009 Independent Project Management Reviews 18

Lessons Learned From Past Reviews • Plans and controls can sometimes appear well-organized even though the project manager is completely out of touch. • Reviewers need to hold each other accountable for documenting findings and contributing to the report. • Rest is important. It takes a lot of mental energy to keep up and stay out of the weeds (drinking from a firehose). March 22, 2009 Independent Project Management Reviews 19

Lessons Learned From Past Reviews • Emotions can run high in politically-charged environments surrounding troubled projects and it can be difficult to obtain the facts. • Serious problems are more often related to project management issues than technical issues. • Reviewers should be especially vigilant when Project Manager’s deliver a “sunshine” presentation or adopt a defensive posture. March 22, 2009 Independent Project Management Reviews 20

Lessons Learned From Past Reviews • It is imperative to write the review report while the review proceedings are fresh (top of mind). • Art is sometimes required to deliver key messages to an Executive / Sponsor without “calling their baby ugly”. • Paid project reviews and reviews for Executives within the Reviewers’ management chain can sometimes be tricky. March 22, 2009 Independent Project Management Reviews 21

Lessons Learned From Past Reviews • It is very difficult to argue with facts. Linkage between data, findings, conclusions, and recommendations is critically important. • Timelines of past events can sometimes be helpful to sort out complex situations. • Schedule time for note capture and cleanup between interviews. March 22, 2009 Independent Project Management Reviews 22

Summary • If executed properly, project management reviews can provide risk reduction, creative ideas and helpful advice. • Selection of the right review team and development of a tailored review plan are critically important. • Reviewers should conduct data gathering properly, remain rooted in fact, and avoid office politics. • A formal project review report should always be prepared and it should be previewed with the PM and Sponsors before wider release • Depending on the results of the review, follow up action plans and management actions may be warranted March 22, 2009 Independent Project Management Reviews 23

Question and Answer Period March 22, 2009 Independent Project Management Reviews 24

Appendices Ø Sample Customer/Sponsor Interview Questions Ø Sample Project Team Member Interview Questions Ø Sample Review Report Outline Ø Sample Project Review Matrix/Checklist March 22, 2009 Independent Project Management Reviews 25

Appendix A – Sample Customer/Sponsor Interview Questions A. From your perspective, how is project progress (vs. plan) to date? Are we in good shape/bad shape? Why? B. Do you have a current copy of the project plan and has it been reviewed with you? What is your assessment of that plan (adequate vs. inadequate)? What is the next major milestone in that plan? C. Are you receiving regular, accurate status appraisals (in the form of periodic meetings and formal written reports) from the project manager? Do they include proactive issue / risk identification and any suggestions for course alteration? D. Is there a single point of communications, decision making, and project control for the project? If so, who is it and how effective is that person? E. Is the PM and project team listening to you? Do the PM and project team have the organization’s best interest in mind? F. Is there good teamwork between customer/business personnel and the assigned project team members? March 22, 2009 Independent Project Management Reviews 26

Appendix A – Sample Customer/Sponsor Interview Questions F. Is the scope of the work effort is being managed effectively? G. Are all of the project’s issues (business and technical) documented and managed to your satisfaction? H. Moving forward, what are the top issues/risks that you see for the project? Do you believe that the project manager and team have recognized these issues/risks and that they have helped to develop joint plans with you to address/mitigate them? I. What is your overall level of satisfaction with progress to date and the project team? J. Is there anything else you would like to share or suggest? March 22, 2009 Independent Project Management Reviews 27

Appendix B – Sample Project Team Member Interview Questions 1. What is your involvement in this project (major assignment or responsibility areas)? Please rank each assignment/responsibility area in terms of its priority. 2. Please identify the planned duration of your top 5 major work tasks over the next 30 -60 days. 3. What is the criterion for declaring your work on each to be finished? Who determines when your assignment is complete? 4. Are you assigned to any other non-project related duties and responsibilities (e. g. , other projects, production support activities, etc. )? If so, what is their relative priority as compared to this project and how much time are you expected to spend on each? 5. How do you perceive the organization’s commitment to the success of this project? 6. What is the current documented project baseline (e. g. , project initiation document, requirements matrix, design document, etc. )? Do you have ready access to it? March 22, 2009 Independent Project Management Reviews 28

Appendix B – Sample Project Team Member Interview Questions 7. Does the PM review the project plan with you and other team members on a regular basis? Is the project plan current? 8. Are you given an estimate of how long or how much work effort a task should take? If yes, are you given an opportunity to comment on or modify the estimate? 9. I f/when you find that there will be a task estimate overrun, what does the PM expect you to do? 10. If/when an issue or problem arises that affects your work, what does the PM expect you to do? 11. Is there a centralized risk/issue log and do you have ready access to it? Is it current? How often does the team review these logs? Are high priority issues for assigned for resolution? Are issues prioritized properly and are important issues getting resolved? 12. How do you report the status of your tasks? How often? To Whom? 13. Are regular Team meetings held? How often? Do the meetings have a published agenda? Are minutes of the meeting published? March 22, 2009 Independent Project Management Reviews 29

Appendix B – Sample Project Team Member Interview Questions 14. How are you kept informed of the overall status of the project? Are you aware of what other team members are responsible for and working on? How are you made aware of the status of their efforts? 15. Is the project following an effective change control procedure? Have you participated in any change impact analysis? If yes, in what way? 16. Have you been asked to participate in any deliverable or code walkthroughs? Have there been any for this project? 17. What, if any, problems are you experiencing? Is the process for resolving them clear? Who is helping you to resolve them? 18. What happens if this project doesn't get done on time? 19. What are three biggest issues/challenges that need resolution? (Prioritize. ) 20. How do you think they should be resolved? 21. Is there anything else you would like to share or suggest? March 22, 2009 Independent Project Management Reviews 30

Appendix C – Sample Review Report Outline 1. General Information (Review Date, Review Team, Review Participants, etc. ) 2. Project Description (Scope Summary Statement) 3. Review Score 4. Executive Summary 5. Assessment of Sponsor / Customer Satisfaction 6. Overall Project Performance (Metrics and KPIs) 7. Overall Project Financial Performance 8. Change Control Summary 9. Project Methodology Overview 10. Staffing Sufficiency 11. Deliverable Status and Quality Assessment 12. Project Communications Assessment 13. Action Items from Prior Project Review Reports 14. Summary of Findings and Lessons Learned 15. Root Cause Analysis 16. Review Team Recommendations and Concerns March 22, 2009 Independent Project Management Reviews 31

Appendix D – Sample Project Review Matrix/Checklist March 22, 2009 Independent Project Management Reviews 32

Appendix D – Sample Project Review Matrix/Checklist March 22, 2009 Independent Project Management Reviews 33

Appendix D – Sample Project Review Matrix/Checklist March 22, 2009 Independent Project Management Reviews 34

Appendix D – Sample Project Review Matrix/Checklist March 22, 2009 Independent Project Management Reviews 35