HOW TO MANAGE PROJECTS

HOW TO MANAGE PROJECTS Hooman Katirai · Unravel 2004 · Toronto Unravel „04 How to manage projects What you are about to learn •Project Management -Methodology • Evolved from -Technology sector • Outperforms Traditional methodologies Unravel „04 How to manage projects Some settings it has been applied Type Non-profit: Academia: Corporation: Campus Club: Name Team Size 8 17 50 25 World Bank MIT Zero-Knowledge Univ. of Toronto Unravel „04 How to manage projects Katirai - How to manage projects - Unravel 2004 Case Study: World Bank (Before & After) Before … Project: Writing a report Organization: 7 managers Division of work: One section per manager Project Methodology: The old way … Result: Team frequently missed deadlines Unravel „04 How to manage projects Case Study: World Bank (After) “ … the first time our team delivered on time” “Managers felt so pressured that they began posting their schedules to public e-mail lists, as if to say: `look, I really am overworked, so please don‟t consider me lazy!‟ Nonetheless they still delivered on time.” Unravel „04 How to manage projects Common Problems: I want to do it but…. • “Am I allowed to? Is it my job to do so?”  Result: hesitation/paralysis due to role confusion • “I don‟t have the authority to make a decision”  Result: meeting for every decision with everyone in room  wastes time Unravel „04 How to manage projects Common Problems: • “Somebody else will do it”  Sometimes several busy people will have joint responsibility.  They silently decide to let the deadline slide ..  No one calls a meeting  Result: Tasks doesn‟t get done. Unravel „04 How to manage projects The Old Fashioned Way: Roles & Responsibility Matrix Tasks on the other axis Book Room Andy Chris Mike      Vlad Names on one axis Create posters Distribute Posters  Create Invitations Distribute Invitations Write Newspaper Article Meet with Editor of Newspaper   Unravel „04 How to manage projects The Old Fashioned Way: What‟s wrong with this picture? Andy Chris Book Room Create posters   Distribute Posters Create Invitations Distribute Invitations Write Newspaper Article Write Report Meet with Newspaper Editors Unravel „04     Checkmarks not Vlad Mike enough: What is  Andy‟s Role? It does not   say….     Better way: Instead of using checkmarks explicitly assign roles How to manage projects The 3 Roles: Manager Partner Single person ultimately responsible for the deliverable. completes some portion of the deliverable. Consultant Unravel „04 Has no deliverables but is expected to provide information & advice. How to manage projects The New Way: Andy Book Room Create posters M M Chris Mike P C Vlad Distribute Posters Create Invitations Distribute Invitations Write Newspaper Article Decide on Newspapers to approach Meet with Editor of Newspaper Unravel „04 How to manage projects M M M M P P M P P P M The New Way: Andy Book Room Create posters M M Chris Mike P C Vlad Distribute Posters Create Invitations Distribute Invitations Write Newspaper Article Decide on Newspapers to approach Meet with Editor of Newspaper Unravel „04 How to manage projects M M M M P P M P P P M Example of a real table Clios Jason jason@mit.edu Scenarios P Storage Transport Terrorism Energy C Project Management M: Present’n Legend: M - Managers Ultimately responsible for the deliverable P - Partners Responsible for some portion of the deliverable Delphine Nurettin Timothee Jessica dante@mit.edu nurretin@mit.edu timothee@mit.edu jessicah@mit.edu P C P P C P M C P C Hooman Tony Betsy Matthew Kate Joshua Alisa Ayanna Kelvin hooman@mit.edu tonylang@mit.edu emas@mit.edu mson@mit.edu katep@mit.edu jrein@mit.edu arhlee@mit.edu asamant@mit.edu ws@mit.edu P P C P P M P P C M: Overall M: Editing & Integration C - Consultants No deliverable but expected to provide information and advice M: Overall P M P P C P M P P M C P Including e-mails sak@mit.edu M Masahiro phone numbers P or ma@mit.edu Ali am@mit.edu enables people to easily contact Unravel „04 each other. Satwiksai Include legend when distributin g chart How to manage projects More on the roles matrix Make every task a deliverable What is a deliverable? A deliverable can be (1) seen and (2) monitored by a project manager. Unravel „04 How to manage projects An Example Is this a M deliverable? Can a M „decision‟ be seen or monitored? M M P Andy Chris Mike P Vlad Book Room Create posters Distribute Posters C M P Create Invitations Distribute Invitations Write Newspaper Article Decide on Newspapers to approach P P M M Meet with Editors of Newspapers Unravel „04 How to manage projects Better Way.. Andy Book Room Chris Mike P Vlad Create posters Distribute Posters Better: now it M can be seen M and monitored M M C M P P Create Invitations Distribute Invitations Write Newspaper Article Create Document outlining Newspapers to Approach P P M M Meet with Editors of Newspapers Unravel „04 How to manage projects More on the task list Is Andy Book Room Create posters Distribute Posters this description Chris Mike Mspecific enough to P describe the task? M C M Vlad P P Create Invitations Distribute Invitations Write Newspaper Article Create Newspapers to Approach Document M M P Meet with Editors of Newspapers Unravel „04 Missing: What topic is the article about? How P M long should it be? Etc.. M How to manage projects Task Descriptions • Accompany matrix with: – document describing each task. • Task descriptions: – span 1-2 paragraphs or even pages – are contracts: i.e. should contain everything you don’t want to leave to discretion of implementers – have due date and milestones. Unravel „04 How to manage projects How to build the chart • Create an empty roles & responsibilities matrix – Ask people to volunteer for preferred roles & tasks – If not enough people for a task ask people to “step up” to fill the need – Ensure no one is overloaded – Ensure teams that need to communicate have common members Unravel „04 How to manage projects How to build the chart • Make deadlines reflect experience and ability to deliver on time • For inexperienced managers – assign tasks of a short duration – Divide big tasks into pieces and use shortterm deadlines • For experienced managers – can trust with tasks that take a long time to complete • Otherwise – may end up months behind on a “big” task – not have enough time to do something about it. Unravel „04 How to manage projects Critique of a matrix Clios Jason jasongh@mit.edu Scenarios P Storage Transport Terrorism Energy C Project Management M: Present’n Legend: M - Managers Ultimately responsible for the deliverable P - Partners Responsible for some portion of the deliverable Delphine Nurettin Timothee Jessica dantedf@mit.edu demardiv@mit.edu doutriau@mit.edu harrisj@mit.edu P C P P C P M C P C Hooman Tony Betsy Matthew Kate Joshua Alisa Ayanna Kelvin 1 Partner, 1 hooman@mit.edu Consultant ..Pdoes tonymil@mit.edu P this person have emas@mit.edu C enough work? msonh@mit.edu kpar@mit.edu rei@mit.edu P P M: Overall P M P C M: Overall M P P M P M: Editing & Integration Satwiksai Masahiro It turns out the P arh@mit.edu M person asam@mit.edu P volunteered for a wsee@mit.edu P lead role in the satwikjk@mit.edu M next project masa@mit.edu P amost@mit.edu C P C Ali 1 Manger, No partners… person may be overloaded C - Consultants No deliverable but expected to provide information and advice Unravel „04 How to manage projects How to get commitment • Commitment is crucial! • After matrix completed: – Verify accuracy with team – Get team‟s commitment Basic Idea Make it difficult for people to claim ignorance of their responsibilities which promotes • Via Email: – Send everyone a copy – Ask if changes need to be made – Confirm agreement to deadlines • Alternately: – Some managers ask team to sign paper copy of the matrix, task descriptions and GANTT charts. Unravel „04 How to manage projects Accountability It also helps to post the matrix publicly • Why? – Difficult for people to feign ignorance of due dates or their responsibilities – promotes public accountability – I.e. everyone knows everyone else‟s due dates • Can be achieved by posting matrix on: – A wall in the workplace – On the team‟s web site (or a Yahoogroup) Unravel „04 How to manage projects Milestones • Definition: – Milestone = deliverable + due date • Example: – Draft Report – Final Report (due 1/3/04) (due 1/3/04) • Can be much more granular: – i.e. draft of a section (as opposed to draft of entire report) Unravel „04 How to manage projects Phased Delivery • Whenever possible – divide project into phases • Why? – Here‟s an example Unravel „04 How to manage projects Example: Value of Phased Delivery • Suppose you are – appointed to a new job • Task: – To produce something – Let‟s suppose we‟re producing a piece of software Unravel „04 How to manage projects Phased Delivery Example (cont‟d) • Estimated completion time: – 1 year • Management questions every move – Especially requests for: • Money • resources • people. • Suppose – Project could be divided into 3 phases (i.e. each phase lasting 4 months) Unravel „04 How to manage projects Phased Delivery Example: Continued • Without Phased Delivery: – 1 year before you deliver something useful – … and a 1 year to gain credibility • With Phased Delivery: – Deliver something useful in 3 months – Win credibility in 3 months – Boost team‟s confidence in 3 months Unravel „04 How to manage projects Phased Delivery • Takeaway: – Phased deliver helps your team more quickly win: • credibility • confidence • management‟s trust – Winning management‟s trust is important because: • It helps you to more easily get the resources you need to be successful in future phases. Unravel „04 How to manage projects Phased Delivery • Takeaway (cont‟d): • Also if project terminated after the 1st phase: – they will still be left with something useful • Phased delivery also allows – Time for contingency if issues arise Unravel „04 How to manage projects Why use milestones (cont‟d) Other important reasons to use phased delivery: • Phased delivery implies milestones • Forces people to show progress. • If milestone not delivered – you will know project is falling behind early enough to do something about it! Unravel „04 How to manage projects Set up a public delivery mechanism • Idea: If someone fails to deliver on time everyone will know • Can be achieved via web site – Give all team members access – Ask everyone to upload documents by due date • Use a naming convention for documents. – For example: _.doc Unravel „04 How to manage projects 3 ways to check progress • 1. My favorite: Call or visit the task‟s manager Ask “How‟s it going?” or start small talk Person will often, start talking about project Doesn‟t make you perceived as bossy If you don‟t have strong faith in manager may want to check progress the task‟s “Partners” too. – Best managers: know not only when something has gone wrong but also know if something might go wrong. Unravel „04 How to manage projects – – – – 3 ways to check progress 2. Have periodic meetings with managers – Provide richer information than email – Provide managers with incentive to show progress – But time consuming 3. E-mail – Request reports via e-mail (good for non-risky tasks) – Send reminders of due dates (recommended) Unravel „04 How to manage projects Critical Path Analysis via a PERT chart Book Room ½ day Design & Print Posters 2 days Put up Posters ½ day Run Event 1 day start Invite Speaker 2 days Create list of Media outlets 2 days Contact Media Outlets 2 days end Buy Refreshments ¼ days Unravel „04 How to manage projects Critical Path Analysis Book Room ½ day Design & Print Posters 2 days Put up Posters ½ day Run Event 1 day start Invite Speaker 2 days If task B can only be started if task A Create list of we is completed, draw an arrow Media outletsfrom 2 days B A to Contact Media Outlets 2 days end Buy Refreshments ¼ days Unravel „04 How to manage projects Critical Path Analysis The critical path is theDesign Book longest path& Print in Room Posters ½ day days 2 days Invite start Speaker 2 days Put up Posters ½ day Run Event 1 days Create list of Media outlets 2 days Contact Media Outlets 2 days end Buy Refreshments ¼ days Unravel „04 How to manage projects Critical Path • If anything on the critical path is delayed, – the whole project is delayed • Conversely if a task is not on critical path – It can be delayed to some extent without delaying the whole project Unravel „04 How to manage projects Critical Path • Often good idea to: – Closely monitor tasks on the critical path • If a task on critical path falls behind: – Try to re-allocate resources from tasks not on the critical path to that task. Unravel „04 How to manage projects You will likely work with people more senior than yourself • Most companies are “matrix organizations” • i.e. you are simultaneously assigned to: – a department -- such as “marketing” and – a product or project • Implication: in your career you will probably be called to manage peers and managers. Unravel „04 How to manage projects How to check on peers • How do you check on your peers – Without seeming bossy? – Especially people more senior? • Good news: since every task is a deliverable – It can be monitored – You can ask if it‟s done yet • Also Accountability in system so strong – People will feel pressured to do tasks even without yourto manage projects Unravel „04 How involvement What to do if someone is late • Sometime legitimate reasons; i.e. illness • If task is on critical path – May decide to divert resources from non-critical tasks. • Ask them to make a public commitment – Get them to send e-mail to their team or manager with the new promised due date. – Why e-mail? • E-mail is like a contract (can always refer back to it) • Accountability Unravel „04 How to manage projects Channeling Outside Pressures • If no feeling of urgency… – Work usually doesn‟t get done • Technique for creating urgency: – PERT Chart – Channeling outside pressures • Explain consequences to project if task falls behind – Critical path analysis – Implications to project‟s client • Pressure from outside circumstances – rather than yourself Unravel „04 How to manage projects Risk Management • List top 3-5 things that could go wrong • Create plan – to deal with set-backs if they do happen • Risky tasks – Closely monitor them – Assign best, most experienced people Unravel „04 How to manage projects What‟s considered a „risky‟ task? • Tasks that: 1. depend on work by outside parties • especially if those parties are not as motivated as you are to deliver • Example: if you need timely delivery of materials 2. are inherently complex • Lots of possible points of failure • Software Unravel „04 How to manage projects What‟s considered a „risky‟ task? • Tasks that: 3. have never been tried before • No one knows how long they will take • No one with experience on team 4. hard to define • If you can‟t even define the work ..how do you get started? How do you know you are finished? • If in this conundrum, may want to consider spending more time understanding task or creating an outline • Example: create a table of contents or outline of a report before you start it. How to manage projects Unravel „04 What‟s considered a „risky‟ task? 3. Where you have a lack of control over resources • Example: Person on the team may simultaneously be assigned to another more important project • Issue: person‟s availability cannot be guaranteed – Solution: • Get them to do task up-front OR • Find someone else who doesn‟t have such conflicts Unravel „04 How to manage projects Gantt Analysis • Parallelize tasks • Put riskiest things first • Gives you time to work around failure of risky task Unravel „04 How to manage projects Leapfrogging • Used by Intel • Increase output without causing burn-out • We Illustrate by example: – Suppose you wish to have an event on campus every month. Unravel „04 How to manage projects Leapfrogging Option1: Standard way – The whole team organizes an event every month Option 2: Leapfrogging – Divide team into 3 independent teams – Each team organizes one event every 3 months Sep Entire Team Oct Entire Team Nov Entire Team Dec Entire Team Jan Entire Team Feb Entire Team Sep Team 1 Oct Team 2 Nov Team 3 Dec Team 1 Jan Team 2 Feb Team 3 Unravel „04 How to manage projects How to run meetings • Do‟s: – Post agenda in advance • Reason 1: people come prepared • Reason 2: prevents needless meetings – Confirm agenda at beginning of meeting – Establish consensus on time limits for each agenda item that can overruled by vote. – Appoint a time keeper to enforce time limits with notices given 5, and 10 minutes before. – Create sub-teams empowered to make to avoid the need for meetings in the first place Unravel „04 How to manage projects Visioning Process • Too often – people will start making matrices and schedules without consulting team • As a result teammates may not understand – how their task is related to the project‟s overall success • Consequently – strong likelihood of misunderstanding the criteria for declaring their task a success. Unravel „04 How to manage projects Visioning Process Solution: • Try to clearly define what “success” means. – Ex: “we‟ll know our project was a success if X,Y, and Z are true.” • Allow team to – help define project via meetings or some other medium • if they helped defined it, they will: – Understand the project – Feel joint ownership Unravel „04 How to manage projects Some final thoughts • Integration – Putting people‟s work together – A task in and of itself – If possible put someone in charge of doing this • Example: A report – Need to: • Edit writing • Enforce common look and feel of report • Work with teams when changes need to be made • Print and bind report How to manage projects Unravel „04 – Not trivial ..can be a lot of work! Some final thoughts • Best to have: – A core team or at least one person to manage the managers – i.e. an “overall project manager” – If you don‟t one there will be no one to push the managers or call progress meetings. • Each task can be considered a project – Can create a matrix just for a task – Need depends on number of members assigned to task and complexity Unravel „04 How to manage projects Leadership = Service “The attitude of the individual as a servant, ... exemplified in … 'Abdu'lBahá, … permeates the activities of the Faith… It is in this framework that the concepts of rulership and leadership, authority and power are properly understood and actualized.” -From a Letter dated 19 May 1994 from the Universal House of Justice to a National Spiritual Assembly Unravel „04 How to manage projects Summary • Set up – Make every task a deliverable – Create roles matrix – Write Task description document – Use Milestones = deliverables + due dates – Get commitment from individuals – Have a risk mitigation strategy • Execution – Post matrix publicly – Check interim progress – Use a transparent delivery mechanism Unravel „04 How to manage projects HOW TO MANAGE PROJECTS Hooman Katirai · Unravel 2004 · Feedback: hooman@mit.edu Slides: http://www.mit.edu/~hooman Unravel „04 How to manage projects Your TA for the breakout Sanaz Holakoozadeh • Project Manager CIBC – 8th largest bank in North America • Formerly Project Manager at – Sun Microsystems Unravel „04 How to manage projects Why the system works • Accountability – the single person responsible makes things happen. • Transparency – If someone hands in things late, everyone will know. • Clarity – Everyone knows their roles, responsibilities, and due dates just by looking at the matrix • Planning – Risks were identified and a plan was made. • Shame – If Leverages the fact that no one wants to look bad in front of their peers. • Hierarchical – Well defined leadership structure Unravel „04 How to manage projects