SMART Management What goes wrong on projects Francis

SMART Management™ What goes wrong on projects Francis Hartman Ph. D FEIC MIMgt PEng Teleconference Calgary, April 2001 © Francis Hartman 2001

Agenda z. Do we have a problem here? z. What SMART Management is z. Why it works better z. Some examples © Francis Hartman 2001

Do we have a Problem? z. Time to commute? z. Buy me a car. . . z. A typical family outing. . . z. Getting a haircut. . . z. The IDAHO test © Francis Hartman 2001

Predictions. . . 19 19 97 96 Al 19 98 19 2 99 000 2001 20 02 20 03 20 04 Ri 20 05 20 06 DD F+ sk Sta Dis Cha Ex Int Bus Tru C. R Ent WA ine st. C er G! ke tri ng ecu er nc M p n o ho bu e an es s t ris nt / lde te Ma ive atio s C ag r e a Be d l n em L c u n r tin Evo st ev al Te ag tt A e PM er em el nt lig er lut g a s m n P e ion Co me s M S n t t nt and ra da PM ct rd s s M at ur ity lia © Francis Hartman 2001

What is so different? 2 z. Technology z. Complexity (merging, competing, partnering…) z. Uncertainty, harder to predict outcomes z. Better Business relationships z. Can we learn from this? y. Needed Predictability y. Better Results © Francis Hartman 2001

Why SMART PM ? z. Faster and Cheaper Projects z. Higher end-customer satisfaction z. Lower team Stress and turnover z. Better quality and creativity z. Easier to make mid-course corrections z. Eliminate “wrong” Projects z. Reduce rework and “churn” © Francis Hartman 2001

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

Management made Wrong STUPID Cycle Promise and Lie Team of Superheroes Punish the innocent, Reward the Uninvolved Blame 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 Comp’cy Panic Anger Concept Dev’t Design Impl’n Hate Disapp’t Optimism Accept Operation Concept © Francis Hartman 2001

SMART™ Program Charter. . . S. B. S 3 Questions 3 -D Schedule Mission KRAs Decision Process Deliverable Deliverable P/L/O/T Won, Done, Who Decision P/L/O/T Process P/L/O/T (Stakeholders) Deliverables Exclusions 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 Deliverable Needs Priority Triangle $, t, Q 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 Performance X Cost © Francis Hartman 2001

Alignment with 3 Questions z Who? z Won? z Done? © Francis Hartman 2001

Putting it together. . . Creativity Trust Fun Risk. Open Communication taking Ownership Tribalism

Icons z. Icons are specific to a user z. Summary of status of their span of control z. Sensitivities set by user z. Driven by business not by procedure z. 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)

GAS - HOT LIQUID - WARM SOLID - COLD Social Societal Cultural Competence Intuitive Enterprise (Knowledge) lit Sh y ar e (V Va lue S) Ch an (G ge ro St wt at h) e ai na bi Future WINNER Master (Lead) Vs=f(R+Ef(S)) Business Integrity Process Commerce (Procedure) Political Tools Delivery Technology (Tools) Technical Su st do ha (& t w us e e) Tr us t* * Sp Co an nt of ro l W cu s Fo Ph St ase at o e* r SMART Management Matrix Competence Program Today’s CHANGE Journeyman Vs=f(R+E) Project * 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 © Francis Stable OPS. (Comply) Apprentice (Follow) Vs=f(R) R = Return; E = Expected Return; S = Shadow Expectation Hartman 2001 Francis Hartman Holdings Ltd. 2001

Summary z. Strategies are just large programs or projects z. Manage objectives in a business as Deliverable Items z. Use rolling wave budget and planning approaches - so you can roll with the punches z. 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 Amazon. com top 2% since publication © Francis Hartman 2001 PEOPLE KNOW: • SMART Saved us over $60 million on the first project • …expect over 25% cost and time reduction • Savings are only the beginning…

Any questions? © Francis Hartman 2001

Who has used S. M. A. R. T. ? Shell Nortel Amoco Terradyne Titan Electric Agra Monenco Mobil Syncrude Pan. Canadian 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 Trans. Canada Pipelines C. D. C. Infotech Banff M’g’t Centre . . . and numerous other companies and individuals involved in the development of SMART Project Management™