MuleSoft Online Meetup Group - B2B Crash Course: Release SparkNotes
Good Projects Gone Bad: an Introduction to Process Maturity
1. Good Project Gone Bad: Planning, Managing and Delivering Complex Technology Projects 1. Initial 2. Managed 3. Defined 4. Quantitatively Managed 5. Optimizing
2. Good Project Gone Bad: Planning, Managing and Delivering Complex Technology Projects Michael Edson Director, Web and New Media Strategy Smithsonian Institution Nik Honeysett Head of Administration J. Paul Getty Museum AAM Annual Conference Monday, Apr 28, 2008 9:00 AM-10:15 AM
4. “ a large but unknowable proportion of businesses fail pursuing nearly perfect strategies.” -- Peter Jones We Tried to Warn You Boxes and Arrows
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7. Introduction to Process Maturity Good Project Gone Bad: Planning, Managing and Delivering Complex Technology Projects Michael Edson Director, Web and New Media Strategy Smithsonian Institution [email_address]
16. Understanding the levels Handout (and next slides) Level 1. Level 2. Level 3. Level 4. Level 5. People Success depends on individual heroics “ Fire fighting” is a way of life Relationships between disciplines are uncoordinated, perhaps even adversarial Success depends on individuals Commitments are understood and managed People are trained Project groups work together, perhaps as an integrated team Training is planned and provided according to roles Strong sense of teamwork exists within each project Strong sense of teamwork exists across the organization. Everyone is involved in process improvement Processes Few stable processes exist or are used “ Just do it!” At the individual project level, documented and stable estimating, planning and commitment processes are used Problems are recognized and corrected as they occur Integrated management and engineering (how things get built) processes are used across the organization Problems are anticipated and prevented, or their impacts are minimized Processes are quantitatively understood and stabilized Sources of individual problems are understood and eliminated Processes are continuously and systematically improved. Common sources of problems are understood and eliminated Measurement Data collection and analysis are ad hoc Planning and management data used by individual projects Data are collected and used in all defined processes Data are systematically shared across projects Data definition and collection are standardized across the organization Data are used to understand work processes quantitatively and stabilize them Data are used to evaluate and select process improvements Technology Introduction of new technology is risky Technology supports established, stable activities New technologies are evaluated on a qualitative basis New technologies are evaluated on a quantitative basis New technologies are proactively pursued and deployed
18. Understanding the levels People Processes Measurement Technology 1 2 3 4 5 Success depends on individual heroics
19. Understanding the levels People Processes Measurement Technology 1 2 3 4 5 “ Fire fighting” is a way of life
20. Understanding the levels People Processes Measurement Technology 1 2 3 4 5 Relationships between disciplines are uncoordinated, perhaps even adversarial
21. Understanding the levels People Processes Measurement Technology 1 2 3 4 5 Success depends on individuals Commitments are understood and managed People are trained
22. Understanding the levels People Processes Measurement Technology 1 2 3 4 5 Project groups work together, perhaps as an integrated team Training is planned and provided according to rolesv
23. Understanding the levels People Processes Measurement Technology 1 2 3 4 5 Strong sense of teamwork exists within each project
24. Understanding the levels People Processes Measurement Technology 1 2 3 4 5 Strong sense of teamwork exists across the organization Everyone is involved in process improvement
26. Understanding the levels People Processes Measurement Technology 1 2 3 4 5 Few stable processes exist or are used “ Just do it!”
27. Understanding the levels People Processes Measurement Technology 1 2 3 4 5 At the individual project level, documented and stable estimating, planning and commitment processes are used Problems are recognized and corrected as they occur
28. Understanding the levels People Processes Measurement Technology 1 2 3 4 5 Integrated management and engineering processes (how things get built) are used across the organization Problems are anticipated and prevented, or their impacts are minimized
29. Understanding the levels People Processes Measurement Technology 1 2 3 4 5 Processes are quantitatively understood and stabilized Sources of individual problems are understood and eliminated
30. Understanding the levels People Processes Measurement Technology 1 2 3 4 5 Processes are continuously and systematically improved Common sources of problems are understood and eliminated
41. Avoid Classic Mistakes Best Practices Rank Estimated Probability of Occurrence Classic Mistake Action to Take 1 68% Lack of content or source-code control Implement source-code control practices
42. Avoid Classic Mistakes Best Practices Rank Estimated Probability of Occurrence Classic Mistake Action to Take 1 68% Lack of content or source-code control Implement source-code control practices 2 60% Failure to produce a design document Produce a design, Ex Post Facto, starting week of August 25th
43. Avoid Classic Mistakes Best Practices Rank Estimated Probability of Occurrence Classic Mistake Action to Take 3 60% Lack of project management plan Project plan v 1.0 completed August 20th 4 60% Failure to maintain project visibility Project visibility addressed in project plan.
44. Avoid Classic Mistakes Best Practices Rank Estimated Probability of Occurrence Classic Mistake Action to Take 5 60% Feature Creep Produce a design. Prioritize feature set. 6 58% Wasted time upstream The cow is already out of the barn on this one!
45. Avoid Classic Mistakes Best Practices Rank Estimated Probability of Occurrence Classic Mistake Action to Take 7 57% Reliance on heroics to complete a project Define roles and responsibilities. Emphasize accurate estimation. Implement management controls to track progress and anticipate delays. 8 53% Friction within team Address proactively with team members and management.
46. Avoid Classic Mistakes Best Practices Rank Estimated Probability of Occurrence Classic Mistake Action to Take 9 53% Failure to accurately estimate time and resources Related to lack of design. Having a project management plan should help. Managers must ensure staff accurately defines and estimates tasks. 10 50% Failure to define requirements up front create requirements doc Ex Post Facto.
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48. Spiral Project Plan Design Build Test Evaluate Then plan next loop START Best Practices
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53. Assign Roles and Responsibilities Make sure every role is assigned to a person Best Practices
84. The Road to Success Efficient-Development Town YOU ARE HERE Reference: McConnell, Steve Rapid Development, Taming Wild Software Schedules . Microsoft Press, 1996
85. The Road to Success Efficient-Development Town YOU ARE HERE Reference: McConnell, Steve Rapid Development, Taming Wild Software Schedules . Microsoft Press, 1996
86. The Road to Success Efficient-Development Town Reference: McConnell, Steve Rapid Development, Taming Wild Software Schedules . Microsoft Press, 1996
87. The Road to Success Efficient-Development Town Reference: McConnell, Steve Rapid Development, Taming Wild Software Schedules . Microsoft Press, 1996
88. The Road to Success Classic-Mistakes Town Efficient-Development Town Reference: McConnell, Steve Rapid Development, Taming Wild Software Schedules . Microsoft Press, 1996
89. The Road to Success Classic-Mistakes Town High-Cost/Long-Schedule Town Efficient-Development Town Reference: McConnell, Steve Rapid Development, Taming Wild Software Schedules . Microsoft Press, 1996
90. The Road to Success Classic-Mistakes Town High-Cost/Long-Schedule Town Sometimes-Predictable-Cost-and-Schedule Town Efficient-Development Town Reference: McConnell, Steve Rapid Development, Taming Wild Software Schedules . Microsoft Press, 1996
91. The Road to Success Classic-Mistakes Town High-Cost/Long-Schedule Town Sometimes-Predictable-Cost-and-Schedule Town Predictable-Cost-and-Schedule Town Efficient-Development Town Reference: McConnell, Steve Rapid Development, Taming Wild Software Schedules . Microsoft Press, 1996
92. The Road to Success Classic-Mistakes Town High-Cost/Long-Schedule Town Sometimes-Predictable-Cost-and-Schedule Town Predictable-Cost-and-Schedule Town Efficient-Development Town Reference: McConnell, Steve Rapid Development, Taming Wild Software Schedules . Microsoft Press, 1996
93. The Road to Success Classic-Mistakes Town High-Cost/Long-Schedule Town Sometimes-Predictable-Cost-and-Schedule Town Predictable-Cost-and-Schedule Town Efficient-Development Town Specialization… Reference: McConnell, Steve Rapid Development, Taming Wild Software Schedules . Microsoft Press, 1996
94. The Road to Success Classic-Mistakes Town High-Cost/Long-Schedule Town Sometimes-Predictable-Cost-and-Schedule Town Predictable-Cost-and-Schedule Town Efficient-Development Town Specialization… Most organizations are here… Reference: McConnell, Steve Rapid Development, Taming Wild Software Schedules . Microsoft Press, 1996
95. The Road to Success Classic-Mistakes Town High-Cost/Long-Schedule Town Sometimes-Predictable-Cost-and-Schedule Town Predictable-Cost-and-Schedule Town Efficient-Development Town Specialization… To get here, use any effective practice whatsoever… BUT USE IT! Reference: McConnell, Steve Rapid Development, Taming Wild Software Schedules . Microsoft Press, 1996
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97. Good Project Gone Bad: Planning, Managing and Delivering Complex Technology Projects Michael Edson Director, Web and New Media Strategy Smithsonian Institution Nik Honeysett Head of Administration J. Paul Getty Museum AAM Annual Conference Monday, Apr 28, 2008 9:00 AM-10:15 AM