SlideShare une entreprise Scribd logo
1  sur  27
Télécharger pour lire hors ligne
Tera Simon
@tcaldsimon
Or Tackle Most
Any, Huge
Enormous Project
How to Eat an Elephant: Or Tackle Most Any, Huge Enormous Project
How to Eat an Elephant: Or Tackle Most Any, Huge Enormous Project
PROJECT MANAGEMENT IS UNTANGLING THE
MOST COMPLEX PROJECT AND MAKING IT
TANGIBLE
How to Eat an Elephant: Or Tackle Most Any, Huge Enormous Project
How to Eat an Elephant: Or Tackle Most Any, Huge Enormous Project
What skills
are essential
for managing
complex
projects?
+Adaptability
+Collaboration
+Communication
+Expertise
+Leadership
+Strategic
DIFFICULTY ≠ COMPLEXITY
What makes a
project
complex?
+Involvement of many
teams & stakeholders
+Numerous moving
parts
+Project timeline
+Budget / restraints
WHEN EATING AN ELEPHANT, TAKE ONE
BITE AT A TIME.
DOCUMENT. DOCUMENT. DOCUMENT.
CONTINUOUSLY CLARIFY YOUR
GOALS
CREATE MORE VISIBILITY
Process Mapping
BE FLEXIBLE AND WILLING TO ADAPT
PAY ATTENTION TO THE CALM
BEFORE THE STORM
"So I creep, yeah, just creepin' on,
On the down low, 'cept nobody is
supposed to know."
- TLC
Know when problems creep into your project
SCOPE CREEP
● Interference from
client
● Incomplete scope
● Poor change control
● Miss Communication
EFFORT CREEP
● Doing more work
without added scope
● Overly optimistic
estimates
● Lack of skills
HOPE CREEP
● Team falsely reports
they are on track
● Hardest creep to
identify
● Hides until the last
moment
FEATURE
CREEP
● Also known as Gold-
plating
● Over-delivery on the
scope
● Adding unnecessary
features
JUST SWIPE LEFT
“The single biggest problem in
communication is the illusion that it
has taken place.”
- George Bernard Shaw
PAY ATTENTION
TO...
SWOOP
AND POOP
I’VE WAFFLED BEFORE, I’LL WAFFLE
AGAIN.
QUESTIONS?

Contenu connexe

Tendances

Customizing Your Process
Customizing Your ProcessCustomizing Your Process
Customizing Your ProcessFITC
 
Disruption festival securex
Disruption festival securexDisruption festival securex
Disruption festival securexLesley Arens
 
Time Management-Is the urgent getting in the way of the important?
Time Management-Is the urgent getting in the way of the important?Time Management-Is the urgent getting in the way of the important?
Time Management-Is the urgent getting in the way of the important?Helen Monroe
 
Cutting Through the Noise: Breaking Down Hierarchical Communication Channels ...
Cutting Through the Noise: Breaking Down Hierarchical Communication Channels ...Cutting Through the Noise: Breaking Down Hierarchical Communication Channels ...
Cutting Through the Noise: Breaking Down Hierarchical Communication Channels ...Atlassian
 
Time Theft - How Hidden & Unplanned Work Commit the Perfect Crime
Time Theft - How Hidden & Unplanned Work Commit the Perfect CrimeTime Theft - How Hidden & Unplanned Work Commit the Perfect Crime
Time Theft - How Hidden & Unplanned Work Commit the Perfect CrimeDominica DeGrandis
 
Virtual conference room lite
Virtual conference room liteVirtual conference room lite
Virtual conference room liteSteffan Welch
 
Boost win-rates with virtual coaching by Saleshood
Boost win-rates with virtual coaching by SaleshoodBoost win-rates with virtual coaching by Saleshood
Boost win-rates with virtual coaching by SaleshoodElay Cohen
 
Transform your organisation, one post it note at a time
Transform your organisation, one post it note at a time Transform your organisation, one post it note at a time
Transform your organisation, one post it note at a time AgileCymru
 
How to write Great Requirements
How to write Great RequirementsHow to write Great Requirements
How to write Great RequirementsGreg Thomas
 
LKCE17 Katya Terekhova - A Siberian tale of two Kanban implementations
LKCE17 Katya Terekhova - A Siberian tale of two Kanban implementationsLKCE17 Katya Terekhova - A Siberian tale of two Kanban implementations
LKCE17 Katya Terekhova - A Siberian tale of two Kanban implementationsLean Kanban Central Europe
 
Maximizing Performance by Having the Best Processes
Maximizing Performance by Having the Best ProcessesMaximizing Performance by Having the Best Processes
Maximizing Performance by Having the Best ProcessesAffiliate Summit
 
Enterprise Project Management
Enterprise Project ManagementEnterprise Project Management
Enterprise Project ManagementDavid Dunning
 
Prioritize What's Profitable with the Quarterly Scorecard
Prioritize What's Profitable with the Quarterly ScorecardPrioritize What's Profitable with the Quarterly Scorecard
Prioritize What's Profitable with the Quarterly ScorecardTravis Houston
 
Stephen Alexander, Wolverhampton CC - A Revolution in Planning
Stephen Alexander, Wolverhampton CC - A Revolution in PlanningStephen Alexander, Wolverhampton CC - A Revolution in Planning
Stephen Alexander, Wolverhampton CC - A Revolution in PlanningPAS_Team
 
The Family London - 5 steps to replicate TransferWise's growth
The Family London - 5 steps to replicate TransferWise's growthThe Family London - 5 steps to replicate TransferWise's growth
The Family London - 5 steps to replicate TransferWise's growthNilan Peiris
 

Tendances (20)

Customizing Your Process
Customizing Your ProcessCustomizing Your Process
Customizing Your Process
 
Disruption festival securex
Disruption festival securexDisruption festival securex
Disruption festival securex
 
Time Management-Is the urgent getting in the way of the important?
Time Management-Is the urgent getting in the way of the important?Time Management-Is the urgent getting in the way of the important?
Time Management-Is the urgent getting in the way of the important?
 
The Art of Lean Performance
The Art of Lean PerformanceThe Art of Lean Performance
The Art of Lean Performance
 
Cutting Through the Noise: Breaking Down Hierarchical Communication Channels ...
Cutting Through the Noise: Breaking Down Hierarchical Communication Channels ...Cutting Through the Noise: Breaking Down Hierarchical Communication Channels ...
Cutting Through the Noise: Breaking Down Hierarchical Communication Channels ...
 
Time Theft - How Hidden & Unplanned Work Commit the Perfect Crime
Time Theft - How Hidden & Unplanned Work Commit the Perfect CrimeTime Theft - How Hidden & Unplanned Work Commit the Perfect Crime
Time Theft - How Hidden & Unplanned Work Commit the Perfect Crime
 
Virtual conference room lite
Virtual conference room liteVirtual conference room lite
Virtual conference room lite
 
Boost win-rates with virtual coaching by Saleshood
Boost win-rates with virtual coaching by SaleshoodBoost win-rates with virtual coaching by Saleshood
Boost win-rates with virtual coaching by Saleshood
 
Transform your organisation, one post it note at a time
Transform your organisation, one post it note at a time Transform your organisation, one post it note at a time
Transform your organisation, one post it note at a time
 
How to write Great Requirements
How to write Great RequirementsHow to write Great Requirements
How to write Great Requirements
 
LKCE17 Katya Terekhova - A Siberian tale of two Kanban implementations
LKCE17 Katya Terekhova - A Siberian tale of two Kanban implementationsLKCE17 Katya Terekhova - A Siberian tale of two Kanban implementations
LKCE17 Katya Terekhova - A Siberian tale of two Kanban implementations
 
Even More Agile
Even More AgileEven More Agile
Even More Agile
 
Difficulties With Changing To A Lean Culture Part 06 By Mike Thelen
Difficulties With Changing To A Lean Culture Part 06 By Mike ThelenDifficulties With Changing To A Lean Culture Part 06 By Mike Thelen
Difficulties With Changing To A Lean Culture Part 06 By Mike Thelen
 
Maximizing Performance by Having the Best Processes
Maximizing Performance by Having the Best ProcessesMaximizing Performance by Having the Best Processes
Maximizing Performance by Having the Best Processes
 
Enterprise Project Management
Enterprise Project ManagementEnterprise Project Management
Enterprise Project Management
 
Prioritize What's Profitable with the Quarterly Scorecard
Prioritize What's Profitable with the Quarterly ScorecardPrioritize What's Profitable with the Quarterly Scorecard
Prioritize What's Profitable with the Quarterly Scorecard
 
Stephen Alexander, Wolverhampton CC - A Revolution in Planning
Stephen Alexander, Wolverhampton CC - A Revolution in PlanningStephen Alexander, Wolverhampton CC - A Revolution in Planning
Stephen Alexander, Wolverhampton CC - A Revolution in Planning
 
DevOpsdays Austin 2015
DevOpsdays Austin 2015DevOpsdays Austin 2015
DevOpsdays Austin 2015
 
David L
David LDavid L
David L
 
The Family London - 5 steps to replicate TransferWise's growth
The Family London - 5 steps to replicate TransferWise's growthThe Family London - 5 steps to replicate TransferWise's growth
The Family London - 5 steps to replicate TransferWise's growth
 

Similaire à How to Eat an Elephant: Or Tackle Most Any, Huge Enormous Project

ANI | Agile Hyderabad | Making work visible | 14 Dec 2019 | Dheeraj Mallemala
ANI | Agile Hyderabad | Making work visible | 14 Dec 2019 | Dheeraj MallemalaANI | Agile Hyderabad | Making work visible | 14 Dec 2019 | Dheeraj Mallemala
ANI | Agile Hyderabad | Making work visible | 14 Dec 2019 | Dheeraj MallemalaJenia Bhasin
 
The Art of Scaling People (English)
The Art of Scaling People (English)The Art of Scaling People (English)
The Art of Scaling People (English)endymi0n
 
Agile Network India | "Make Work Visible" - Expose the time thieves to optimi...
Agile Network India | "Make Work Visible" - Expose the time thieves to optimi...Agile Network India | "Make Work Visible" - Expose the time thieves to optimi...
Agile Network India | "Make Work Visible" - Expose the time thieves to optimi...AgileNetwork
 
Managing the portfolio
Managing the portfolioManaging the portfolio
Managing the portfolioStuart Robb
 
Process and flows of an IT Project - presentation.pdf
Process and flows of an IT Project - presentation.pdfProcess and flows of an IT Project - presentation.pdf
Process and flows of an IT Project - presentation.pdfCasey Ordoña
 
success and failure of project chapter 5.pptx
success and failure of project chapter 5.pptxsuccess and failure of project chapter 5.pptx
success and failure of project chapter 5.pptxabdiazizsheikhomar
 
20 things you should know
20 things you should know20 things you should know
20 things you should knowPiet Neirinck
 
How Professionals Manage Client Projects
How Professionals Manage Client ProjectsHow Professionals Manage Client Projects
How Professionals Manage Client ProjectsAccelo
 
Project management - Basics for all
Project management - Basics for allProject management - Basics for all
Project management - Basics for allSurgyy Design
 
Keeping Your Product Owner Productive
Keeping Your Product Owner ProductiveKeeping Your Product Owner Productive
Keeping Your Product Owner ProductiveClinton Wolfe
 
Estimations, Expectations, and Evolution During a Project's Journey from RFP ...
Estimations, Expectations, and Evolution During a Project's Journey from RFP ...Estimations, Expectations, and Evolution During a Project's Journey from RFP ...
Estimations, Expectations, and Evolution During a Project's Journey from RFP ...Rick Manelius
 
Brief introduction to project management and project management tools
Brief introduction to project management and project management toolsBrief introduction to project management and project management tools
Brief introduction to project management and project management toolsNathan Petralia
 
Digital PM Summit 2014: A Date is a Date
Digital PM Summit 2014:  A Date is a DateDigital PM Summit 2014:  A Date is a Date
Digital PM Summit 2014: A Date is a DateTera Simon
 
Cleveland Agile Group - A Manager's Perspective on Agile in an Enterprise
Cleveland Agile Group - A Manager's Perspective on Agile in an EnterpriseCleveland Agile Group - A Manager's Perspective on Agile in an Enterprise
Cleveland Agile Group - A Manager's Perspective on Agile in an EnterpriseDennis Somerville
 
Top 5 Business Learnings - December 11, 2014
Top 5 Business Learnings - December 11, 2014Top 5 Business Learnings - December 11, 2014
Top 5 Business Learnings - December 11, 2014Andrew Logan
 
An Introduction To Project Management
An Introduction To Project ManagementAn Introduction To Project Management
An Introduction To Project ManagementAshish Mittal
 
28.Causes of project failure A Lecture By Mr Allah Dad Khan Visiting Profes...
28.Causes of project failure   A Lecture By Mr Allah Dad Khan Visiting Profes...28.Causes of project failure   A Lecture By Mr Allah Dad Khan Visiting Profes...
28.Causes of project failure A Lecture By Mr Allah Dad Khan Visiting Profes...Mr.Allah Dad Khan
 
#FIRMday Manchester 6th March 2019 - Yodel's Ben Gledhill: Resourcing Transf...
#FIRMday Manchester 6th March 2019 - Yodel's Ben Gledhill:  Resourcing Transf...#FIRMday Manchester 6th March 2019 - Yodel's Ben Gledhill:  Resourcing Transf...
#FIRMday Manchester 6th March 2019 - Yodel's Ben Gledhill: Resourcing Transf...Emma Mirrington
 
How to Break Down your Projects into Milestones and Tasks
How to Break Down your Projects into Milestones and TasksHow to Break Down your Projects into Milestones and Tasks
How to Break Down your Projects into Milestones and TasksOrangescrum
 
Presentation PMO Fighter
Presentation PMO FighterPresentation PMO Fighter
Presentation PMO Fighterpmopesopesado
 

Similaire à How to Eat an Elephant: Or Tackle Most Any, Huge Enormous Project (20)

ANI | Agile Hyderabad | Making work visible | 14 Dec 2019 | Dheeraj Mallemala
ANI | Agile Hyderabad | Making work visible | 14 Dec 2019 | Dheeraj MallemalaANI | Agile Hyderabad | Making work visible | 14 Dec 2019 | Dheeraj Mallemala
ANI | Agile Hyderabad | Making work visible | 14 Dec 2019 | Dheeraj Mallemala
 
The Art of Scaling People (English)
The Art of Scaling People (English)The Art of Scaling People (English)
The Art of Scaling People (English)
 
Agile Network India | "Make Work Visible" - Expose the time thieves to optimi...
Agile Network India | "Make Work Visible" - Expose the time thieves to optimi...Agile Network India | "Make Work Visible" - Expose the time thieves to optimi...
Agile Network India | "Make Work Visible" - Expose the time thieves to optimi...
 
Managing the portfolio
Managing the portfolioManaging the portfolio
Managing the portfolio
 
Process and flows of an IT Project - presentation.pdf
Process and flows of an IT Project - presentation.pdfProcess and flows of an IT Project - presentation.pdf
Process and flows of an IT Project - presentation.pdf
 
success and failure of project chapter 5.pptx
success and failure of project chapter 5.pptxsuccess and failure of project chapter 5.pptx
success and failure of project chapter 5.pptx
 
20 things you should know
20 things you should know20 things you should know
20 things you should know
 
How Professionals Manage Client Projects
How Professionals Manage Client ProjectsHow Professionals Manage Client Projects
How Professionals Manage Client Projects
 
Project management - Basics for all
Project management - Basics for allProject management - Basics for all
Project management - Basics for all
 
Keeping Your Product Owner Productive
Keeping Your Product Owner ProductiveKeeping Your Product Owner Productive
Keeping Your Product Owner Productive
 
Estimations, Expectations, and Evolution During a Project's Journey from RFP ...
Estimations, Expectations, and Evolution During a Project's Journey from RFP ...Estimations, Expectations, and Evolution During a Project's Journey from RFP ...
Estimations, Expectations, and Evolution During a Project's Journey from RFP ...
 
Brief introduction to project management and project management tools
Brief introduction to project management and project management toolsBrief introduction to project management and project management tools
Brief introduction to project management and project management tools
 
Digital PM Summit 2014: A Date is a Date
Digital PM Summit 2014:  A Date is a DateDigital PM Summit 2014:  A Date is a Date
Digital PM Summit 2014: A Date is a Date
 
Cleveland Agile Group - A Manager's Perspective on Agile in an Enterprise
Cleveland Agile Group - A Manager's Perspective on Agile in an EnterpriseCleveland Agile Group - A Manager's Perspective on Agile in an Enterprise
Cleveland Agile Group - A Manager's Perspective on Agile in an Enterprise
 
Top 5 Business Learnings - December 11, 2014
Top 5 Business Learnings - December 11, 2014Top 5 Business Learnings - December 11, 2014
Top 5 Business Learnings - December 11, 2014
 
An Introduction To Project Management
An Introduction To Project ManagementAn Introduction To Project Management
An Introduction To Project Management
 
28.Causes of project failure A Lecture By Mr Allah Dad Khan Visiting Profes...
28.Causes of project failure   A Lecture By Mr Allah Dad Khan Visiting Profes...28.Causes of project failure   A Lecture By Mr Allah Dad Khan Visiting Profes...
28.Causes of project failure A Lecture By Mr Allah Dad Khan Visiting Profes...
 
#FIRMday Manchester 6th March 2019 - Yodel's Ben Gledhill: Resourcing Transf...
#FIRMday Manchester 6th March 2019 - Yodel's Ben Gledhill:  Resourcing Transf...#FIRMday Manchester 6th March 2019 - Yodel's Ben Gledhill:  Resourcing Transf...
#FIRMday Manchester 6th March 2019 - Yodel's Ben Gledhill: Resourcing Transf...
 
How to Break Down your Projects into Milestones and Tasks
How to Break Down your Projects into Milestones and TasksHow to Break Down your Projects into Milestones and Tasks
How to Break Down your Projects into Milestones and Tasks
 
Presentation PMO Fighter
Presentation PMO FighterPresentation PMO Fighter
Presentation PMO Fighter
 

Dernier

Artificial Intelligence & SEO Trends for 2024
Artificial Intelligence & SEO Trends for 2024Artificial Intelligence & SEO Trends for 2024
Artificial Intelligence & SEO Trends for 2024D Cloud Solutions
 
Igniting Next Level Productivity with AI-Infused Data Integration Workflows
Igniting Next Level Productivity with AI-Infused Data Integration WorkflowsIgniting Next Level Productivity with AI-Infused Data Integration Workflows
Igniting Next Level Productivity with AI-Infused Data Integration WorkflowsSafe Software
 
OpenShift Commons Paris - Choose Your Own Observability Adventure
OpenShift Commons Paris - Choose Your Own Observability AdventureOpenShift Commons Paris - Choose Your Own Observability Adventure
OpenShift Commons Paris - Choose Your Own Observability AdventureEric D. Schabell
 
Using IESVE for Loads, Sizing and Heat Pump Modeling to Achieve Decarbonization
Using IESVE for Loads, Sizing and Heat Pump Modeling to Achieve DecarbonizationUsing IESVE for Loads, Sizing and Heat Pump Modeling to Achieve Decarbonization
Using IESVE for Loads, Sizing and Heat Pump Modeling to Achieve DecarbonizationIES VE
 
UiPath Community: AI for UiPath Automation Developers
UiPath Community: AI for UiPath Automation DevelopersUiPath Community: AI for UiPath Automation Developers
UiPath Community: AI for UiPath Automation DevelopersUiPathCommunity
 
AI You Can Trust - Ensuring Success with Data Integrity Webinar
AI You Can Trust - Ensuring Success with Data Integrity WebinarAI You Can Trust - Ensuring Success with Data Integrity Webinar
AI You Can Trust - Ensuring Success with Data Integrity WebinarPrecisely
 
Crea il tuo assistente AI con lo Stregatto (open source python framework)
Crea il tuo assistente AI con lo Stregatto (open source python framework)Crea il tuo assistente AI con lo Stregatto (open source python framework)
Crea il tuo assistente AI con lo Stregatto (open source python framework)Commit University
 
IESVE Software for Florida Code Compliance Using ASHRAE 90.1-2019
IESVE Software for Florida Code Compliance Using ASHRAE 90.1-2019IESVE Software for Florida Code Compliance Using ASHRAE 90.1-2019
IESVE Software for Florida Code Compliance Using ASHRAE 90.1-2019IES VE
 
activity_diagram_combine_v4_20190827.pdfactivity_diagram_combine_v4_20190827.pdf
activity_diagram_combine_v4_20190827.pdfactivity_diagram_combine_v4_20190827.pdfactivity_diagram_combine_v4_20190827.pdfactivity_diagram_combine_v4_20190827.pdf
activity_diagram_combine_v4_20190827.pdfactivity_diagram_combine_v4_20190827.pdfJamie (Taka) Wang
 
How Accurate are Carbon Emissions Projections?
How Accurate are Carbon Emissions Projections?How Accurate are Carbon Emissions Projections?
How Accurate are Carbon Emissions Projections?IES VE
 
Linked Data in Production: Moving Beyond Ontologies
Linked Data in Production: Moving Beyond OntologiesLinked Data in Production: Moving Beyond Ontologies
Linked Data in Production: Moving Beyond OntologiesDavid Newbury
 
COMPUTER 10 Lesson 8 - Building a Website
COMPUTER 10 Lesson 8 - Building a WebsiteCOMPUTER 10 Lesson 8 - Building a Website
COMPUTER 10 Lesson 8 - Building a Websitedgelyza
 
Designing A Time bound resource download URL
Designing A Time bound resource download URLDesigning A Time bound resource download URL
Designing A Time bound resource download URLRuncy Oommen
 
Bird eye's view on Camunda open source ecosystem
Bird eye's view on Camunda open source ecosystemBird eye's view on Camunda open source ecosystem
Bird eye's view on Camunda open source ecosystemAsko Soukka
 
UiPath Solutions Management Preview - Northern CA Chapter - March 22.pdf
UiPath Solutions Management Preview - Northern CA Chapter - March 22.pdfUiPath Solutions Management Preview - Northern CA Chapter - March 22.pdf
UiPath Solutions Management Preview - Northern CA Chapter - March 22.pdfDianaGray10
 
9 Steps For Building Winning Founding Team
9 Steps For Building Winning Founding Team9 Steps For Building Winning Founding Team
9 Steps For Building Winning Founding TeamAdam Moalla
 
20230202 - Introduction to tis-py
20230202 - Introduction to tis-py20230202 - Introduction to tis-py
20230202 - Introduction to tis-pyJamie (Taka) Wang
 
Secure your environment with UiPath and CyberArk technologies - Session 1
Secure your environment with UiPath and CyberArk technologies - Session 1Secure your environment with UiPath and CyberArk technologies - Session 1
Secure your environment with UiPath and CyberArk technologies - Session 1DianaGray10
 

Dernier (20)

Artificial Intelligence & SEO Trends for 2024
Artificial Intelligence & SEO Trends for 2024Artificial Intelligence & SEO Trends for 2024
Artificial Intelligence & SEO Trends for 2024
 
Igniting Next Level Productivity with AI-Infused Data Integration Workflows
Igniting Next Level Productivity with AI-Infused Data Integration WorkflowsIgniting Next Level Productivity with AI-Infused Data Integration Workflows
Igniting Next Level Productivity with AI-Infused Data Integration Workflows
 
OpenShift Commons Paris - Choose Your Own Observability Adventure
OpenShift Commons Paris - Choose Your Own Observability AdventureOpenShift Commons Paris - Choose Your Own Observability Adventure
OpenShift Commons Paris - Choose Your Own Observability Adventure
 
Using IESVE for Loads, Sizing and Heat Pump Modeling to Achieve Decarbonization
Using IESVE for Loads, Sizing and Heat Pump Modeling to Achieve DecarbonizationUsing IESVE for Loads, Sizing and Heat Pump Modeling to Achieve Decarbonization
Using IESVE for Loads, Sizing and Heat Pump Modeling to Achieve Decarbonization
 
20150722 - AGV
20150722 - AGV20150722 - AGV
20150722 - AGV
 
UiPath Community: AI for UiPath Automation Developers
UiPath Community: AI for UiPath Automation DevelopersUiPath Community: AI for UiPath Automation Developers
UiPath Community: AI for UiPath Automation Developers
 
AI You Can Trust - Ensuring Success with Data Integrity Webinar
AI You Can Trust - Ensuring Success with Data Integrity WebinarAI You Can Trust - Ensuring Success with Data Integrity Webinar
AI You Can Trust - Ensuring Success with Data Integrity Webinar
 
Crea il tuo assistente AI con lo Stregatto (open source python framework)
Crea il tuo assistente AI con lo Stregatto (open source python framework)Crea il tuo assistente AI con lo Stregatto (open source python framework)
Crea il tuo assistente AI con lo Stregatto (open source python framework)
 
IESVE Software for Florida Code Compliance Using ASHRAE 90.1-2019
IESVE Software for Florida Code Compliance Using ASHRAE 90.1-2019IESVE Software for Florida Code Compliance Using ASHRAE 90.1-2019
IESVE Software for Florida Code Compliance Using ASHRAE 90.1-2019
 
activity_diagram_combine_v4_20190827.pdfactivity_diagram_combine_v4_20190827.pdf
activity_diagram_combine_v4_20190827.pdfactivity_diagram_combine_v4_20190827.pdfactivity_diagram_combine_v4_20190827.pdfactivity_diagram_combine_v4_20190827.pdf
activity_diagram_combine_v4_20190827.pdfactivity_diagram_combine_v4_20190827.pdf
 
201610817 - edge part1
201610817 - edge part1201610817 - edge part1
201610817 - edge part1
 
How Accurate are Carbon Emissions Projections?
How Accurate are Carbon Emissions Projections?How Accurate are Carbon Emissions Projections?
How Accurate are Carbon Emissions Projections?
 
Linked Data in Production: Moving Beyond Ontologies
Linked Data in Production: Moving Beyond OntologiesLinked Data in Production: Moving Beyond Ontologies
Linked Data in Production: Moving Beyond Ontologies
 
COMPUTER 10 Lesson 8 - Building a Website
COMPUTER 10 Lesson 8 - Building a WebsiteCOMPUTER 10 Lesson 8 - Building a Website
COMPUTER 10 Lesson 8 - Building a Website
 
Designing A Time bound resource download URL
Designing A Time bound resource download URLDesigning A Time bound resource download URL
Designing A Time bound resource download URL
 
Bird eye's view on Camunda open source ecosystem
Bird eye's view on Camunda open source ecosystemBird eye's view on Camunda open source ecosystem
Bird eye's view on Camunda open source ecosystem
 
UiPath Solutions Management Preview - Northern CA Chapter - March 22.pdf
UiPath Solutions Management Preview - Northern CA Chapter - March 22.pdfUiPath Solutions Management Preview - Northern CA Chapter - March 22.pdf
UiPath Solutions Management Preview - Northern CA Chapter - March 22.pdf
 
9 Steps For Building Winning Founding Team
9 Steps For Building Winning Founding Team9 Steps For Building Winning Founding Team
9 Steps For Building Winning Founding Team
 
20230202 - Introduction to tis-py
20230202 - Introduction to tis-py20230202 - Introduction to tis-py
20230202 - Introduction to tis-py
 
Secure your environment with UiPath and CyberArk technologies - Session 1
Secure your environment with UiPath and CyberArk technologies - Session 1Secure your environment with UiPath and CyberArk technologies - Session 1
Secure your environment with UiPath and CyberArk technologies - Session 1
 

How to Eat an Elephant: Or Tackle Most Any, Huge Enormous Project

Notes de l'éditeur

  1. At some point in our careers, we have all attempted to tackle projects that were actual elephants - monstrous skyscraper-like projects that simply swallowed us in the size of its scope. We get lost, overwhelmed, frustrated and impatient. Frankly, we want to bury our head in the sand and hope the project disappears. <CLICK> We bite off more than we can chew and we get choked up. To sum it all up: We fail. We don't finish. The project flops. Everybody is disappointed. Sound familiar? It doesn't have to. Whether you're taking on a project solo, or working with a team, you're likely coming to grips with the eating of an elephant. There a steps you can take to find success. It starts with chilling out. In this session, attendees will learn how to take a deep breath and use the right techniques to take on that elephant, one bite at a time.
  2. We bite off more than we can chew and we get choked up. To sum it all up: We fail. We don't finish. The project flops. Everybody is disappointed.
  3. We get to the point where we ask ourselves,Why? WHY ME? Why am I the one who got stuck with this project. Hell, why am I even doing this?! WHY did I even become a Project manager?! Yesterday, Brett asked us how many of us ended up being accidental PMs? Most of us were like yep, that’s me. Like Brett, I didn’t want to be a PM as a kid. As a kid, I use to say I wanted to be the President. I didn’t really understand what the President did, but I knew they got to make a lot of decisions and people listened to them.
  4. As I got older, I may have done some things to jeopardize my chances at becoming President. I realized it wasn’t the right job for me. But, I did learn something about myself. I like making decisions and handling difficult situations. Tell story about throwing the largest keg party for NC State. Making $1200 in profit, and not getting a ticket. I thrive off of complexity. That’s why I went into Project Management. I wanted the chance to untangle the most complex project and make it tangible. But, what skills do I need to do it?
  5. So then, I started to wonder, what skills do I need to be a PM? My first thought went to a plate spinning. Whelp, I’m really clumsy so that may not work.
  6. I’ve heard the term Cat herder, and honestly I don’t like cats. But, ok, I think I can do that. You have to be able to bring a bunch of people together and make things happen.
  7. Adaptability The ability to adjust and flex your style when the situation changes Complex projects aren’t static. They will evolve often. Communication Over 90% of a project manager’s time is spent communicating. It’s essential that PMs can effectively convey vision, ideas, goals and issues, as well as producing reports and presentations among other skills. Collaboration Working with others to get things done is important on all projects and never more so than on something that is really challenging. Expertise Complex projects benefit from a DPM who has experience and knowledge as it’s based on real-life, practical experience. How do you get experience? It comes over time. Learning from one project to another and working on where you want to be an expert. Leadership Leadership is all about guiding, directing and motivating your team to do their best work and understand how their tasks contribute to the overall vision. If you can lead, you can deliver. Strategic and Business management Means being able to take a high-level view of the organization. Keep the best business outcome in mind, instead of what is best only for your personal projects.
  8. Understanding the difference between complex and difficult or complicated. A complex project isn’t necessarily a difficult project. Projects can be difficult due to reasons such as cost or performance, but this doesn’t automatically mean the project is complex. Complexity refers to projects that include ambiguity or uncertainty. They are surrounded with unpredictability.
  9. Provide an example of NC.gov and how this was such a complex project. Each of these areas were included as constraints Once I was able to navigate through all of the BS, I had a better understanding of how to tackle the project.
  10. Simple: When you doing something that is difficult, do it slowly and be careful. That’s how you need to go about tackling a complex project and there are tricks you can use to make the project go to your advantage. Break it down. The first tip I can give to you guys is to break your project it to small, attainable pieces. When you look at the entire whole of the project it is overwhelming. Narrow in, and divide and conquer.
  11. A project could be broken down into the most perfectly manageable mini-projects, but without clear documentation on the individual pieces and how they relate to the whole, the project remains opaque and complex to anyone aside from the main project manager. Clear, up-to-date documentation is the insurance against this issue. It defines everyone’s roles and their deliverables and ensures that the overall vision isn’t trapped inside someone’s head. If someone new needs to come on board at any stage of the project, in any role, there is a clear roadmap outlining where the project has been and where it’s going. Document everything. Send status notes every week. Documentation can end up being a CYA.
  12. Clarify your goals - Break it down - to ensure your project work remains aligned. Project managers tend to focus on delegating tasks. It’s a divide and conquer mindset. When team members know their roles, they can dive right into execution mode Problem - people aren’t machines. Successful big projects are ultimately built on a series of smart micro-decisions. Understand the ‘why” behind the project Understanding the Why allows the team to find ways to innovate and bring their own areas of expertise to the table Clarify your goals to ensure your project work remains aligned with the initial premise - not just once, but continuously. Accept that you won’t know all the answers, but push to explore all possible outcomes and what that would mean for the project Use the MoSCoW Model (Must, Could, Should, Won’t) s a leader, you need to paint the bigger picture and create an environment that supports cross-team work while not being afraid to dig into the details and push people outside of their comfort zone at times,” says Shan Vosseller, Director of Product at eBay Local. “Everyone on the team needs to believe in the work they are doing. I constantly connect the work from our team and other teams we are dependent on to the vision and the customers we are serving.” For every task delegated or project milestone being established, team leaders should always provide as much context as possible. Instead of asking engineers to simply build a drop-down, for instance, ask them to tackle the bigger picture of overcoming friction or building an ‘awesome user experience.’
  13. Teams, when navigating complex challenges, often find themselves bogged down in project details — and it’s tough to take steps forward when you’re buried under more information than is possible to process. Our team uses Mavenlink. This tool allows our PMs to monitor our projects in full. We grant access to our clients and allow them to submit their own entries. Adopt a modern collaboration platform to help. Everyone on your production team and as well as your clients should have complete visibility into your project’s roadmap, as well as real-time insight into the decisions and activities that are relevant for each member of the delivery team.
  14. Discuss how we use a process map.
  15. The only constant in complex project management is change. I don’t care how amazing you think your project plan is, it will change. Plan for unknowns, pivots, and adjustments early on and set up processes that allow teams to remain nimble and respond to changing demands.
  16. When you first get a new project, no matter how complex it is, you and your team are in the honeymoon stage. Everything seems perfect. What you need to remember is to be aware of the calm before the storm. When we first start on a project, everyone is all smiles. THe team has energy and they are ready to go. They are excited for the work. Don’t be tempted to interpret all the goodwill as a sign that success is guaranteed
  17. Project scope is generally defined as “The work that needs to be accomplished to deliver a product, service or result with the specified features and functions” When dealing with a complex project, it is important to know when problems creep into your project and how to distinguish them.
  18. When working through a complex project, it’s important to know the different types of creeps that can pop up out of nowhere. Most of us are the most familiar with Scope creep, but that isn’t the only one to worry about.
  19. Scope creep refers to the uncontrolled changes in scope due to either interference of the customer or due to misunderstanding of the scope by the project team or the project manager. Scope creep typically occurs when: Due to interference from the client. Due to an incomplete scope statement. Due to a poor change control system. Due to miss-communication among the team members. Due to reasons external to organizations; e.g. market conditions, regulatory requirements, or technological advancements. Unplanned change to project scope that is not accompanied by an appropriate change of the planned deadlines and budget of the project. Of all creeps, it is dangerous, as it expands project commitment, increases its risk exposure, misallocates scarce resources and may jeopardise the project as a whole. Typically driven by the project customer A PM’s ability to say “no” to scope creep is the key to successful deflection or creep attempts. A PM who is perceived to be weak or inexperienced is likely to face more clients’ attempts to stretch the project than someone who is clearly determined to protect their project from creeps.
  20. Effort creep We work hard, do everything we can, but new unexpected problems arise. Our effort keeps adding up, but there are no results to show for it. This means rework, longer hours, lots of frustration, project delays, cost overruns and increased stress to the team. Effort creep typically happens from overly optimistic estimates. Additionally, faulty design solution Lack of skills Our own brain is a culprit Unfortunately, effort creep often means we need to start again. This means pulling from contingency funding and time extension, but it is better done earlier than later.
  21. Hope creep and effort creep tend to go hand in hand. Lack of communication about any creep is a major issue, because we can’t manage what we don’t know. Team member falls behind. They hope they can get back on schedule, so they report falsely that they are on schedule. This is the hardest to identify and it tends to hide itself until the very last moment. When it comes to light, it is often too late. Hope creep misleads project managers into thinking that the allocated work is on schedule. Verify accuracy Make a rule with your team of “No Surprises” at the very beginning and regularly reaffirm it. Accept that problems and delays are inevitable, but we can deal with them if they are known.
  22. Yesterday Betty Chan spoke about Gold-plating in her breakout session. Feature creep is the bane of our existence as PMs. I’m fairly certain we could all lament over our horror stories tonight over beers. Feature creep is also known as gold plating. Gold plating refers to intentionally adding the extra features or functions to the product which were not included in the product’s scope. Gold plating is usually performed to make the client happy. Tendency by members of the development team to over-deliver on the scope and add features. Some people just want to please, and it can play havoc with a project. It is vital that before you begin work on a project that you have a written scope of work and that it has been agreed to by all your stakeholders. Without this, it’s very difficult to combat feature creep.
  23. The best time to raise an issue to your client is before it happens. Remember, when you see any of these creeps starting to show up in your project, just swipe left.
  24. We have lots of ways to communicate and the most popular methods don’t require you to open your mouth. The backchannel can all too easily erode trust and compromise relationships. - Greg Hoy I think we rely on the backchannel because most of us inherently dislike conflict. In my eyes, the most dangerous by-product of SMS, IM, Slack, Hipchat, or any other real-time, text-based communication is how it emboldens us to share information we wouldn’t ordinarily share, perhaps with people we typically wouldn’t, without being mindful of consequence. Such communication is subject to devolving into an electronic game of telephone, with the resolution of the original message degrading with each handoff. Know when to say no. There are going to be unreasonable requests for scope changes that you can’t green light. Remember, not all scope changes are created equal. Changes to critical path elements (pieces that hold up other work unless completed on time ) must be made sparingly and scrutinized carefully.
  25. This is always going to be someone who comes in and shits all over a project. We’ve all seen it. That moment when a high-ranking, influential executive suddenly takes our design project off the rails. Drive-by Management. Also known as “swoop and poop.” This is the typically extremely busy leader that drops in occasionally (every few days or weeks) and does a harried brain-dump of all the ideas or frustrations he’s saved up since the last time he came by. The issue here isn’t so much the frequency of interaction, it’s the nature of the interaction. It’s typically very one-way and demoralizing. Instead, try changing the nature of your interaction to discuss what the team has learned since the last visit, what experiments have you tried and what are you intending to try next.
  26. Remember why you do what you do. You may waffle, and second guess a decision that you’ve made, but at the end of the day, every complex project needs a PM. The short answer is this: The Project Manager either adds value (making stuff more efficient and effective) or reduces risk (without a project manager, bad things are going to happen). For one, the PM is taking care of the communication. He or she is the human shield between you and the development team, ensuring the team can work effective without too many interruptions. Never settle and never accept the constraints imposed upon you. Remember that you have more power than you think. The one thing I don’t waffle on is how I take my hashbrowns. Smothered, covered and chunked.