Dolnikov_MITCon - Delivery issues and solutions

Transcript

1. Project issues and solutions Delivery Management April 20, 2019
2. 2 • With EPAM since 2005 • Experienced in Delivery Management, Business Intelligence, Software implementation (Java, C++), • Worked at EPAM in: Hungary, USA, now Belarus • Interested in: Delivery Success and EPAM growth DMITRY DOLNIKOV Delivery Manager
3. 3 Common Project Issues • Delivery Management intro • People • Estimation • Quality • Cost • Time • Process A G E N DA
4. 4 What is delivery?
5. 5 Delivery role, title and tools DELIVERY ROLE • Responsible for finding the right people • Know the available technologies • Understand the software components • Understand what is cost for EPAM and for the customer • Do everything required to achieve the result • Single point of responsibility and truth DELIVERY TITLE SOLUTION 3600 “GREEN” FORMULA • Solution Mindset – understand and drive the solution, ensure a solid architecture and technical implementation • Business / Domain Knowledge • Leadership – build the team, grow the business relationship with the client
6. 6 Delivery role, title and tools
7. 7 Delivery role, title and tools
8. 8 Delivery role, title and tools
9. 9 People problems Stakeholders: customers, suppliers Conflict: different requirements, objectives and views of success STAKEHOLDERS AND CONFLICTING REQUIREMENTS Solutions? 3 Kick-off meetings: • Internal • 1st customer kick-off – no promises! • 2nd customer kick-off – agreement in writing
10. 10 People problems Internal kick-off • Client background • Project goals • Scope – what are we doing • Approach – how are we going to achieve the project goals • Team and Roles – who is doing what, how we work together • Teamwork – how are we going to work together? STAKEHOLDER REQUIREMENTS - PREPARATION
11. 11 People problems 1st Customer Kick-off • Introduction – what are the roles • Project background and strategy • Business problems • Success criteria • Project management – deliverables, risks, roles, reporting, estimate and change management. No strict timeline on 1st meeting. Do Not promise anything yet! • What is missing, and next steps STAKEHOLDER REQUIREMENTS - CLARIFICATION
12. 12 People problems STAKEHOLDER REQUIREMENTS - CLARIFICATION 2nd Kick-off - target for sign-off Preparation: 1-2 weeks for planning • Unrealistic plan? Offer to reduce the scope, quality, pay more • Do not say “maybe”, “I think yes”, “I’ll see what I can do” • Let them talk and find a tradeoff • Be Strong and Assertive. Say “No”, present the facts • Find the tradeoff and confirm the results in writing
13. 13 People problems STAKEHOLDER REQUIREMENTS - CLARIFICATION
14. 14 People problems COMMUNICATION ISSUES Team: roles, dependencies, tasks definition, expectations Customer: trying to get more within the same time frame Boss: status miscommunication, risks not considered, loss of information, push to the impossible 3rd party/suppliers: failing to deliver on time, internal departments delaying infrastructure
15. 15 People problems COMMUNICATION ISSUES – A FIX Communication plan Team: clarify roles, progress, blockers Customer: report in time, be transparent Boss: communicate statuses and risks, use facts to say No 3rd party/suppliers: include them in the common plan, get written agreements, use Gantt charts to show the impact of different groups
16. 16 Quality problems DELIVERABLE ACCEPTANCE Acceptance plan Scope: define from the start • Record and clarify every tiny detail recheck regularly over time Changes: all additional requests require time and money • Complaints? It’s worth doing to avoid problems later Quality: not separate from the scope, consider 2 sides of quality: • What we get – deliverables (scope) • How good it is – Quality Attributes for all deliverables
17. 17 Cost problems 50% through the project with a total estimated cost of $100, and we spent $70, what is the expected cost? OVERSPENDING Is a 10% change dangerous? SCOPE CREEP
18. 18 Cost problems 50% through the project with a total estimated cost of $100, and we spent $70; the expected cost is at least 150, which means something is missing OVERSPENDING If your project makes 10% of the profit, then 10% extra work will kill the profit. A 5% creep is 50% of profit SCOPE CREEP
19. 19 Cost problems • Manage expectations • Mention the re-estimation • Track your time • Create a spending profile • Manage risks SOLUTIONS Change management • Customers must pay for extra work • Speak up sooner and sign off • Base on the plan and have a buffer
20. 20 Cost problems OVERSPENDING • Create a colored Gantt chart going along the project • Using Gantt charts, create a spending profile • Predict overspending, add a bit more as a buffer
21. 22 Communication problems • Do not overcomplicate • Report regularly • In case of issues: mention the response plan • Shout about accomplishments A D D T R A N S PA R E N C Y
22. 24 Time problems DELEGATION Evaluation Handover Support Debrief Tasks Skills Time Importance
23. 25 Process issues RETROSPECTIVES
24. 26 Bonus: the Technical Management dilemma Micromanage ment Negligence Cannot make decisions Eventual lack of knowledge Too much trust –”just go ahead” Delay the project while learning new technology Not allowing what you do not know Frustrating developers
25. 30 Question time!
26. 31 THANK YOU