Make Lessons Learned a Part of Your Culture

An organization with process maturity will close the loop on Lessons Learned.

By closing the loop, I mean that the organization will ensure the capture, distribution, and institutionalization of the lessons taught by the school of hard knocks.

While the Project Manager should identify and collect Lessons Learned, Quality Assurance should categorize and preserve them.  QA should take further steps to communicate the lessons.

First, leaving it to everybody to go searching the LL database does not work.  Like that will ever happen! Ha!

Instead, QA should sort the LLs by function and subject and distribute the information to affected functional managers across the organization.  This ensures that, for example, the Integration Engineers in different programs and at different locations receive the expensively acquired knowledge.  If the functional managers fail to communicate the lessons to their people, upper management should give QA the authority to do so.

Second, QA should incorporate applicable improvements to the Organizational Process Assets.  This way, QA does not merely deposit critical knowledge into the Tribal Knowledge Bank, but actually institutionalizes it.  This introduces accountability when QA audits process compliance.  It also allows the lesson to be moved to a section of the database that lists rationales for historical purposes.  Not every Lesson Learned needs to be researched for normal operations.

Note that this involves Change Control at both the project level and at the organizational level.

As an example, engineers delivered documents to a customer without the necessary review and approval of the Chief Engineer.  The incident led to rework and incorrect customer expectations.

Tribal knowledge had established a channel that would have ensured proper review before release.  However, new employees did not know it, and management had nothing in writing that allowed them to discipline experienced employees who knew better.

Engineering stepped in where corporate management had left a gap.  They instituted processes for document review and approval and for an engineering communications manager to coordinate release of documents to clients.

Thus, an incident led to a Lesson Learned.  The Lesson Learned led to policy and procedural changes.  The new practice became part of the formal procedures and did not get lost in a database that ever researched.

Copyright 2013, Richard Wheeler -- Permission granted for non-profit or personal use with a link to this post.

IT Metrics and Productivity Institute (ITMPI) Premium membership gives members free access to 400 PDU-accredited webinar recordings and waives the PDU processing fees. The library is growing at about 100 webinars per year. Check it out: http://mbsy.co/dPHm?s=e

Agile, Waterfall, and PMI Project Differences

I've been asking about the differences between Agile projects and traditional project management.  Many explanations err by answering the question only from a software or Information Systems perspective.  While Agile primarily appears in the software industry, the different approaches appear in many industries and product areas.

Since the Project Management Institute (PMI) offers both Project Management Professional (PMP)^® and PMI Agile Certified Practitioner (PMI-ACP)^® certifications, it would seem that Agile contrasts against traditional project management. 

However, it would be more instructive to contrast the Agile approach against the "traditional waterfall approach" of Systems Engineering.  (Refer to the International Counsel on Systems Engineering (INCOSE) for details.)

Agile uses a highly iterative approach that works better when requirements are vague and must be defined over the course of the project.  It is more appropriate for, as an example, the next set of security updates to Windows or the next year's model of the Ford Mustang.

The waterfall approach assumes progressive or phased elaboration of a fixed set of requirements that can be defined, validated, and turned into a design architecture or solution, from top to bottom.

However, Agile methods can still be used for portions of the system, particularly peripheral functions of the software. It is more appropriate for, as an example, the core of MS Project 2015 or a new hybrid squirrel-electric vehicle.

 

Copyright 2013, Richard Wheeler -- Permission granted for non-profit or personal use with a link to this post.

IT Metrics and Productivity Institute (ITMPI) Premium membership gives members free access to 400 PDU-accredited webinar recordings and waives the PDU processing fees. The library is growing at about 100 webinars per year. Check it out: http://mbsy.co/dPHm?s=e

Study Plan for PMP Certification (Early June 2013)

It's a little late to start studying for the PMBOK Guide, 4th edition, test. First, you have less than two months to join PMI, apply for the exam, prep for it, and arrange a test date, and pass the exam.   Second, the 5th edition is out, so a significant portion of knowledge based on the 4th edition is already obsolete.  Third, lots of people need to retake the exam; so if you need to retake the exam, you will have to re-study for the 5th edition test.

 

Classroom interaction is great, but online training has a lot of advantages, too. With my budget, schedule, and remote location, distance learning is an absolute must.  If I had the budget, I would take the training offered by Cornelius Fitchner at PM-Prepcast. Cornelius is also on Facebook at Project Management Prepcast.

 

I would add some warnings.  Preparing for the PMP exam should not be about learning to take the exam.  Boot camps teach to the exam.   That's alright, as long as you understand that a boot camp is just an orientation.  The learning takes place when you

 - Read the PMBOK Guide at least twice.
 - Master the material in one of the great reference books out there. (1)
 - Research the answers to a thousand or so practice questions. (2)

Finally, join the Project Management, PMI, PMP Certification community on Google+.  When you get stumped by a topic or a sample question, share your question.  We LIKE helping each other because, if something stumps one person, others probably have difficulty with it, too.  Besides, it drives us to learn the material. (3)

Studying for the PMP exam is just a starting point.  Getting a piece of wallpaper may help you get a job, but if you want a career, use your certification as a springboard to deeper studies of PM topics and further certifications.

Footnotes

(1) Rita Mulcahey's PMP Exam Prep has a wealth of information, and the Head First PMP book has gotten a lot of recommendations, too.

 

(2) Cornelius Fitchner has listed a number of free exam question sources on one of his sites. Make sure the questions correspond to the edition of the PMBOK Guide for which you plan to take the test.

 

(3) "Fair Use" allows sharing a limited number of questions for critique or discussion. To be fair to the person who wrote the question, cite the source; and to help the rest of us, provide a link.

 

Copyright 2011, 2013, Richard Wheeler -- Permission granted for non-profit or personal use with a link to this post.

IT Metrics and Productivity Institute (ITMPI) Premium membership gives members free access to 400 PDU-accredited webinar recordings and waives the PDU processing fees. The library is growing at about 100 webinars per year. Check it out: http://mbsy.co/dPHm?s=e

What to Call Risk and Opportunity Management

Many writings lump risk management and opportunity management together under the label, Risk Management.  Risks and opportunities are left-pointing and right-pointing rays on the same line.

Many equate risk with probability, so they drop opportunity from the label. They think of risk as an abbreviation for risk and opportunity. Others worry, then, that opportunity will be forgotten -- as it usually is!

When one speaks of risk [and opportunity], one speaks of the probability that something will happen. That is,

Risk = Probability x Impact, where Impact is a loss

and

Opportunity = Probability x Impact, where Impact is a gain

If risks and opportunities are rays pointing left and right, then opportunities are negative risks. If you deal with them in the same matrix, pay extra attention to your negative signs.

Risk and opportunity management can result in influencing the probability, influencing the impact, or other strategies such as accepting a potential loss or waiting to deal with situations when and if they become an issues.

(Remember that a situation is a risk if the probability lies between zero and one.  A situation is an issue if the probability is one.)

Uncertainty Management

Could we simply call it Uncertainty Management?  Uncertainty would only deal with influencing the probability that something will occur. The face-value of the term fails to imply the other strategies for dealing with risks or opportunities. The name of this knowledge area should reflect the highest-level concepts, not a component concept.

Opportunities and Threats

Another pairing of terms comes from SWOT analysis - Strengths, Weaknesses, Opportunities, and Threats. SWOT analysis is one technique for identifying risks and opportunities.

Opportunities and threats, as a pair, emphasizes the influences or situations that affect or can be affected by a person or project. (In fact, threat implies that the risk event comes from outside, whereas risks can be either internal or external.)  SWOT analysis emphasizes identification of risks. It makes up only a fraction of the whole set of risk and opportunity management processes.

A Common Risk:  Failing to Deal with Opportunities

Many people forget to manage opportunities with the same vigor that they apply to managing risks.  Exploiting opportunities can mitigate the potential impact of risks. The reasoning goes, Risk A may set us back a week, but Opportunity B may save us a week.

PMs have other reasons to exploit opportunities.   Exploited opportunities cut costs, relieve schedule pressure, and improve quality. In short, they maximize profit.

Failure to exploit opportunities wastes resources, causes product lines to stagnate, erodes market share, and results in lost jobs (perhaps your job!) when the company withers.

The failure to exploit opportunities is itself a fundamental risk.

Therefore, referring to the practice as Risk and Opportunity Management calls attention to the oft-forgotten second half of the discipline. 

Remember that semantics is about communicating, not about winning arguments.  If somebody refers to risk management, you know what they mean.  Adjust.

Copyright 2011, 2013, Richard Wheeler -- Permission granted for non-profit or personal use with a link to this post.

IT Metrics and Productivity Institute (ITMPI) Premium membership gives members free access to 400 PDU-accredited webinar recordings and waives the PDU processing fees. The library is growing at about 100 webinars per year. Check it out: http://mbsy.co/dPHm?s=e

How to Memorize PMP Formulas

Four Keys to Memorizing Anything

Memorization is like eating my biscuits. You use a knife and a cutting board to cut them into smaller pieces. Then you bite them into even smaller pieces with your incisor before chewing and chewing with your molars, sometimes on the right side of your mouth, then on the left side of your mouth.

Memorizing a formula, you use a pen and paper to break it into parts. Then you repeatedly work on the pieces. Sometimes you write them and sometimes you say them out loud so you involve more than one sense. Unlike my biscuits, you put the pieces back together in medium-sized pieces and chew on them for a while before putting the whole formula together and chewing on it.

The keys so far are

• Smaller pieces
• Repetition
• Multiple senses
• Reassembly

The Fifth Key to Memorization

The remaining key is (drum roll, please!)

• Analysis

If you can understand a formula, you can recreate it without memorizing as much of it.

Example:  Point of Total Assumption in a Cost Reimbursable Contract

• PTA = ((Ceiling Price - Target Price)/Buyer's Share)) + Target Cost

(I have limited the scope of this post to memorizing the formula, so please don't expect an explanation of Cost Reimbursable Contracts.)

The first step in analysis is to restate the formula in a fashion more visually decipherable.

• PTA = Target Cost  +  (Ceiling Price - Target Price) / (Buyer's Share)

Notice that I turned the formula around.  I like to write formulas the way you would see it graphed: with the biggest portion first, at the bottom. Look at the inconsistent way most people present the Cost Estimating formulas, and taking this liberty will make even more sense.

The contract is Cost Reimbursable, so the first part of the PTA is what we hope the cost will be, the Target Cost.

• PTA = Target Cost + some ugly fraction

The two price points above the Target Cost are the Ceiling Price and the Target Price. The Ceiling is higher, so it goes first:

• (Ceiling Price - Target Price)/something

Something is the Buyer's Share.  Sorry, you'll just have to memorize that.

This is the point where you take total assumption of your own learning and put the formula back together. Remember, the keys to memorizing are

• Smaller pieces
• Repetition
• Multiple senses
• Reassembly
• Analysis

Networking, Patience, and Self-torture

If I am looking out for a job and see that a guy in a senior position may be of help to me, how do I ‘pretend’ that I am of help for him and he should connect with me, when the reality is that in this case, atleast for the time-being the ‘help’ will be going only one way – him to me. For a direct person, who does not like beating around the bush and pretence, this networking bit becomes tricky. I know it is my weakness, but I am finding it hard to overcome it.

I go through the same doubts, especially when connecting to somebody who is many levels above me. But I look at it this way. We must take time to be polite.

The connection

Suppose you come home and, before you even put down your briefcase, your roommate or spouse starts telling you all the things on the repair list and all the things that went wrong today. To-the-point requests make people feel the same way.

People do things for friends that they will not do for strangers. Good manners includes telling a new acquaintance what you admire about them and explaining something you have in common. It establishes a bond. If you don’t have any reasons that you can turn into a compliment, then why are you connecting?

The request

Remember, it’s about your contact, not about you. You don’t want to put him in a position where he has to sound mean. So I ask, “If you think our interests fit, may I join your LinkedIn network?” or “…would you add me to your LinkedIn network?”

The offer

You try to connect with as many people as possible, right? If you, yourself, do not have confidence to offer help, you can still offer to connect them with somebody else who can help them. Sometimes I ask, “As I build my network, what skills or knowledge could I look for in people I might send your way?” (Of course, now, you have to start keeping track of the answers!)

Another way might be, “Does your organization face any challenges where I could watch for resources for you?”

Patience

I’m sure there are much better ways to say such things, and you should always adapt your words to the person you’re connecting with.

Remember, establish a relationship before asking for something. Better yet, don’t ask for anything until

• they offer to help, or 
• you have been able to do something for them.

When you’re desperate for work, it’s very hard to be patient, but it will get you much better results.

For further reading, see a great article with excellent comments:

• Ruhl, Susan. LinkedIn Networking 101: What Not To Do. Careerealism

Differences between Risks and Issues in Projects, Part 1

Differences between Risks and Issues in Projects, Part 1

Issues

Updated 1 June 2014

People define issue in many ways, but in project management, issue has a special meaning.

In everyday English, one synonym for issue is topic. An issue is a situation that merits discussion. For example, the issue, what caused the last ice age or is man's contribution to climate change significant compared to factors such as volcanic ash and the variability of our star.

Everyday issues include past, present, and future situations. Discussions about issues may or may not lead to actions. Often, when we say that something is an issue, we imply that people disagree about it.

In project management, an issue is a situation that merits consideration because it affects the project. For example, the vendor left our parts to rust on the dock and will not ship them until they get paid, but our policy prohibits paying for the shipment until we receive and inspect it.

If the issue is significant, the project team will study actions that would reduce or remedy the situation effects on the project. This leads to change requests.

Part 2 (click here) focuses on the definition of risk and explains a side of risk that most PMP prep materials overlook.

Copyright 2013, 2014 Richard M. Wheeler