Projects in Limbo
In our service-oriented economy, incomplete projects have become an invisible cost. We don’t have the luxury of seeing half assembled machines, half emptied trucks, or half complete new products sitting on a work table. If we tripped over these sorts of things every day, we would complete them. Instead we have plans, schematics, budgets, incomplete code awaiting testing, hidden away from sight in our computers.
How much time and labor do you have invested in projects, products, or services that are not yet producing a return on your investment? What is your calculation of the cost, not only project labor and energy, but diverted internal capability and lost market opportunity? Did we clearly define what we wanted to have in the end? We may need to clarify, repurpose, table, or terminate an existing project.
Project Completion Delays
Why is it taking so long? Why has my team not delivered by now?
Project delays are more than just a labor cost, you may miss a product introduction window, a customer deadline, or a handoff to an internal team that needs your work products to commence their own work, affecting the entire organization.
Rework is changing your mind about the features or functionality of project deliverables after significant work has been done on them. Without functional clarity, team members may build the
wrong deliverables, not meeting their customers’ requirements.
Why was this not caught sooner? Do we need a better review process? What about the planned communications between project team members, is it effective?
Meetings on Top of Meetings
Does the administration of project course changes and communication of project status seem to take as much time as doing the project itself? Does it seem that too much command and control is needed to make progress?
The PMBOK (Project Management Body of Knowledge) offers a seemingly endless list of possible PM activities (600 pages of them and counting!). Anyone who attempts to "implement the PMBOK" is choosing administrative burden over effectively delivered project value. Which are the necessary activities, and what can we skip?
Project Status Confusion
Project stakeholders ask a few simple questions: 1) What is the current status? 2) Going forward, who will deliver what, by when? 3) What support is required? Simple questions that should have straightforward answers. Without a clear understanding of project status, the right corrective actions cannot be taken. In addition, deliverable owners don't know what they should be working on next, causing delays.
Information on project status should be available to any stakeholder, on demand, without the need for extensive meetings and other project interruptions.
Commitment Based Project Management (CBPM) is based on project methodology developed at Intel. The traditional approach was for the project manager to develop the plan with the help of a few experts. This plan was given to project team members to execute. But it is often those team members that have the best contextual knowledge about what needs to be done, the resource requirements, and how long it will take. For complicated projects, the pure command and control approach turns out to be a recipe for disaster.
One of the key things Intel discovered was that the project manager was a constraint in completion speed. CBPM includes techniques that will:
build an initial project plan in 1-2 days with direct team member involvement
have team members plan & collaborate directly with each other (spoke-to-spoke communication, without everything having to pass through the hub for approval).
focus on the 3 most important aspects of project management - plan clarity, execution clarity, and functional clarity of the project goal.
deliver projects 20% to 40% faster than traditional PM systems.
Done Right The First Time
Capitalize on the team member expertise, throughout the project.
Team members are held to their own commitments, out to the project horizon, rather than arbitrary top down dates. This results in a more realistic schedule where quality won't be sacrificed. (We really DON'T have the time to do it over!)
A systematic "three week look ahead" to make commits, and assess threats to the project schedule. Timely decisions prevent project delays.
Projects managed through:
a simple reporting system that gives clear status and visibility
just 3 types of meetings (Map Day, Project Progress Review, Sub-team Progress Review).
Adapted To Your Current Practices
So you already have a project management system? Not a problem. Adopt the CBPM program elements you need to shore up your current system and reap the unique benefits. Our goal is not to have you trade one system for another, but to increase project speed and value, while reducing cost.
Harness the full capabilities and motivation of your project team. Use this proven system and experience the productivity gains.