Surviving in a Matrix
Effective Project Management
in a Matrix Organization
A webinar for the IT Metrics and Productivity Institute
2 October 2014
http://www.itmpi.org
Dr. Thomas Juli, PMP®, CSM®
Thomas Juli Empowerment Partners
www.motivate2b.com
Picture : http://tinyurl.com/mneg7w8 © 2014 by Thomas Juli, all rights reserved
1

(1) Project in a Matrix
(2) Quo Vadis?
(3) Work Package
Structure
(4) Project Organization
(5) Early Warning System
(6) Continuous Learning
Picture : http://tinyurl.com/mneg7w8 © 2014 by Thomas Juli, all rights reserved 2

(1) Project in a Matrix
© 2014 by Thomas Juli, all rights reserved Picture : http://tinyurl.com/mazu85t
3

A project is a project if
The decision maker has given the green light for
ü Project objectives
ü Work package structure
ü Project organization
ü Early warning system
The start of a project
directly affects the end of a project
Content © 2014 by Klaus Tumuscheit (www.tumuscheit.de), all rights reserved
4

© 2014 by Thomas Juli, all rights reserved
(2) Quo Vadis?
5

Our products are
beautifully designed
and user friendly.
Wanna buy one?
Everything we do, we
believe in challenging
the status quo. We
believe in thinking
differently. The way
we do this is by
making our products
beautifully designed
and user friendly.
Wanna buy one?
© 2014 by Thomas Juli, all rights reserved 6

WHY?
© 2014 by Thomas Juli, all rights reserved 7

Is this you?
©
2014
by
Thomas
Juli,
all
rights
reserved
8

Is this you?
©
2014
by
Thomas
Juli,
all
rights
reserved
9

People don’t care what YOU
do, they care why YOU do it.
The same applies to
organizations
Is this you?
©
2014
by
Thomas
Juli,
all
rights
reserved
10

People don’t care what YOU
do, they care why YOU do it.
The same applies to
organizations
©
2014
by
Thomas
Juli,
all
rights
reserved
11

Motivation
Why do you want to start your project in the first place?
1. What‘s (are) the
issue(s)?
2. Who is affected
and how?
3. What are the
impacts of the
issue(s)? What
happens if nothing
changes?
Why? Why? Why?
© 2014 by Thomas Juli, all rights reserved 12

Vision
What do you envision?
1. What would
be the ideal
state?
2. What
benefits / added
value does this
vision promise?
3. Who benefits
from this vision?
© 2014 by Thomas Juli, all rights reserved 13

VS
I have a
dream!
I have a
plan!
©
2014
by
Thomas
Juli,
all
rights
reserved
14

Project(s)
What do you want to accomplish?
1. What
concretely do you
want to achieve?
2. What does
„project success“
mean to you?
3. What are your
immediate next
steps?
© 2014 by Thomas Juli, all rights reserved 15

The MVP of your project
Motivation,
Vision and
Project(s)
are the MVPs for
Project Success
© 2014 by Thomas Juli, all rights reserved 16

Prioritize with Steering or Control Levers
Cos t Quality
People Time
Define priorities at the
beginning of your project!
© 2014 by Thomas Juli, all rights reserved
17

A good Project Charter includes
© 2014 by Thomas Juli, all rights reserved
ü Motivation & Vision
ü Project content (in scope, out of
scope)
ü Decision maker
ü User of output
ü Quantitative and qualitative
objectives
ü Quantitative and qualitative benefits
ü Requested finish date
ü Earliest benefit date
ü Project priority
ü Priority of control levers
ü Brief SWOT analysis
ü Planning duration
ü Project manager
ü Departments involved
18

(3) Work Package Structure
© 2014 by Thomas Juli, all rights reserved
19

Building a Work Package Structure
1. Which departments are involved?
2. What are the various phases or
milestones?
3. What is the department‘s potential
result? – Parameter Quality
4. Who is accountable for the work
package? Who else is involved ? –
Parameter People
5. What are the costs? – Parameter Cost
6. What kind of planning do we need?
Time = fixed -> backward planning
Capacity = fixed -> forward planning
7. What are the time requirements? –
Parameter Time
Content © 2014 by Klaus Tumuscheit (www.tumuscheit.de), all rights reserved 20

Work Package Structure Plan
Time
10
Depts
involved Phase 1 (e.g. analysis) Phase 2 (e.g. concept)
4.
What?
5. Who?
6. With what?
7. From ... To ...
1
2
3
8
9
1. Which departments are involved in this
project?
2. What are the various phases of the project?
3. Which department is responsible for this
work package?
4. What is the output of this work package?
5. Who takes responsibility?
6. How many person days are required?
7. Over what time period?
8. What is the ranking of the steering levers?
If T is important = backward planning
If P is important = forward planning
9. How do we anticipate potential pitfalls?
10. When will we achieve the milestones?
Project
Decision
Maker
Project
Manager
Line
Depart-ment
A
Line
Depart-ment
B
...
10
Content © 2014 by Klaus Tumuscheit (www.tumuscheit.de), all rights reserved 21

(4) Project Organization
© 2014 by Thomas Juli, all rights reserved 22

Decision Maker
Tasks Competence Responsibilities
• Approves defined
• Authorized to
goals (Q)
make
• GO goals and
decisions
ranking priorities
• GO work package
structure (T.C.P)
• Releasing
resources
• Informs line
managers
• Makes decisions
on deviations
(Q.T.C.P)
• Checks project
results and
motivates team
© 2014 by Thomas Juli, all rights reserved
Success of the
• Company
• Department
• Project
23

Project Manager
Tasks Competence Responsibilities
• Plans,
• Project
documents,
management
coordinates,
methodology
informs, presents,
• Project
motivates
leadership
• Compares
planned vs.
actuals
• When the project
is off course:
analysis of
potential effects
(recommendation)
• Prepares, holds,
moderates and
minutes meetings
© 2014 by Thomas Juli, all rights reserved
• Helps achieve
goals (Q)
• Current project
status (T.C.P)
• Transparency
of information
• Efficiency of
meetings
24

Line Departments
Tasks Competence Responsibilities
• Provide best
• Expertise in
suitable personnel
their field(s)
available
• Make the
department
project packages
work
• Keep relevant
management
informed
© 2014 by Thomas Juli, all rights reserved
• Q.T.C.P of the
work packages
• Staff
• Efficiency and
effectiveness
25

Work Package Owners
Tasks Competence Responsibilities
• Define activities
• Expertise in
• Estimate effort
their field(s)
• Develop product /
work packages
• Ensure quality
© 2014 by Thomas Juli, all rights reserved
• Progress
tracking of
accountable
work packages
• Delivery of
work packages
26

Project Core Team
Tasks Competence Responsibilities
• Supports the plan
• Methodology
and helps make
• Expertise in
recommendations
their field(s)
© 2014 by Thomas Juli, all rights reserved
• Planning and
recommen-dations
27

Optional: Product Owner
Tasks Competence Responsibilities
• Defines
• Expertise in
requirements
his/her
(according to
field(s)
vision)
• Accepts or
• Prioritize features
rejects
(according to ROI)
results
• Gives feedback
• Manages
functional
stakeholders
© 2014 by Thomas Juli, all rights reserved
• Owner of
project /
product vision
• Represents
customer(s)
28

(5) Early Warning System
© 2014 by Thomas Juli, all rights reserved 29

Plan and Control Work Packages
1. What are the goals of the work package?
2. What are the criteria for its success?
3. What are the acceptance criteria?
4. Who is accountable?
5. Who else is involved?
6. What are the check points in the work package?
7. When are the check points scheduled?
8. What are the measurable factors of the check points?
9. Who is involved in the check points?
10. What is the expenditure for the check points?
Content © 2014 by Klaus Tumuscheit (www.tumuscheit.de), all rights reserved 30

What did you
accomplish
yesterday?
What will you
accomplish
today?
What
impediments are
in your way?
Daily Sync-Meeting
Ø Time-boxed to 15
minutes
Ø Best when held first
thing in the morning
Ø All team members are
required to attend
Ø Primary objective:
synchronization
Ø Start on time
Ask 3 simple questions
© 2014 by Thomas Juli, all rights reserved 31

What did you
accomplish
yesterday?
What will you
accomplish
today?
What
impediments are
in your way?
Benefits of Daily Sync-Meetings
ü Improves communications
ü Eliminates other meetings
ü Identifies and removes impediments
ü Promotes quick decision-making
ü Improves everyone’s project knowledge
© 2014 by Thomas Juli, all rights reserved 32

Risk Analysis
© 2014 by Thomas Juli, all rights reserved Picture: http://tinyurl.com/mp9yuhz 33

Risk Analysis
© 2014 by Thomas Juli, all rights reserved 34

Managing Plan Deviations
The future is not in your plan
§ Deviations are daily
business in projects
§ We find solutions, not
guilty persons
§ Yellow or red lights are
good for decision
makers (it’s their job to
decide)
§ Unresolvable issues
have to be escalated
All on 1 sheet.
Clear and concise. No prose.
(1) The owner of the work package(s) causing a plan
deviation has to be fill out the Worksheet.
(2) All key information is presented in a compact way.
(3) A more detailed explanation may be given in a
separate appendix / document.
Content © 2014 by Klaus Tumuscheit (www.tumuscheit.de), all rights reserved 35

Plan Deviation and Recommendation
The 5 Steps Course Correction
Project Work Package(s) Project Mgr. Date Status* ...
Affected
Projects /
Depts.
… … … … ... ... ... ... ... ... ...
T – Time, Duration C – Cost, Investment P – People Q – Quality (of result), Scope
I. Plan 1. What was the original target date /
planned schedule?
2. What was the initial planned budget
(e.g. in person days or €)?
3. How many people were / are
required from each team / project?
4. What was the original scope and
quality expectation?
II. Status / Deviation 5. Deviation with respect to planned
vs. actual time / duration?
6. Deviation with respect to planned
vs. actual costs?
7. Deviation with respect to planned
vs. actual people / staff level?
8. Deviation with respect to planned
vs. actual scope / quality
III. Impact on Project 9. Impact with respect to planned vs.
actual time / duration?
10. Impact with respect to planned vs.
actual costs?
11. Impact with respect to planned
vs. actual people?
12. Impact with respect to planned
vs. actual scope / quality?
IV. Mitigation and
consequences
Option A
[brief description]
[impact on work package(s) and
project with respect to time]
[impact on work package(s) and
project with respect to cost]
[impact on work package(s) and
project with respect to people]
[impact on work package(s) and
project with respect to quality]
Option B
V. Act (Recommendation) What? Who? By when?
<A or B> <List the measures resulting from the recommendation – accounting for the priorities of the
steering and control levers> <Person responsible> <Specify date>
1
2
3
4
5
Content © 2014 by Klaus Tumuscheit (www.tumuscheit.de), all rights reserved 36

(6) Continuous Learning
© 2014 by Thomas Picture © Pixelio | Jerzy Sawluk Juli, all rights reserved
37

“Learning is not compulsory...
neither is survival.”
W. Edwards Deming (1900 - 1993)
Picture retrieved from http://tinyurl.com/3yc5np8 © 2014 by Thomas Juli, all rights reserved 38

300
© 2014 by Thomas Juli, all rights reserved 39

Take
small
steps
... one at a time
© 2014 by Thomas Juli, all rights reserved Picture © NASA 40

(6) Continuous Learning
ü Schedule lessons learned
sessions on a regular basis
ü Use a structure to sort and
priorities feedback, e.g.
o People
o Processes
o Project / product
ü Prioritize
ü Action
ü Follow-up and share
© 2014 by Thomas Juli, all rights reserved
41

(1) Know where you
are going
(2) Build a Work
Package Structure
(3) Define a Project
Organization
(4) Establish an Early
Warning System
(5) Cultivate
Continuous
Learning
Surviving in a Matrix
Effective Project Management
in a Matrix Organization
Picture : http://tinyurl.com/mneg7w8 © 2014 by Thomas Juli, all rights reserved
42

Book Recommendations
Juli, Thomas (2011).
Leadership Principles for Project Success.
New York: CRC Press.
-> www.Motivate2B.com/Book
Tumuscheit, Klaus (2013).
Projects And How To
Survive Them.
Amazon Media EU S.à r.l.
-> www.tumuscheit.de
© 2014 by Thomas Juli, all rights reserved
43

Contact Information
Dr. Thomas Juli
Rahmengasse 9
69120 Heidelberg
Germany
tj@thomasjuli.com
www.motivate2b.com
Twitter: thomasjuli
LinkedIn, Xing, Google+
©
2014
by
Thomas
Juli,
all
rights
reserved
44