Real Life PM Problem

Submitted by admin on Fri, 06/04/2010 - 05:33
admin's picture

Hi


I am excited to start this new forum and encourage particpation from members so we can collectively learn and share the best practices, Ideas etc.


Here is the situation. Feel free to post your remarks


"You are a project manager for a large development project (Software). The project is complex and it has a team of around 150 people. Team members are working extra hours but the productivity is around 30% - 40% of what it should be. You have tried several things like re-aligning the team, giving more trainings but its not working. The team has mix of people like 50% are trainees and 2 years experienced, and remaining are experienced. Your key issues are attrition of people,  long working hours to meet the crunched schedule, knowledge management. On top of that customer is not friendly and they want the changes to be absorbed in the timeline. Overall if this continues this way you know that schedule cannot be met and there will be huge cost overruns and even negative margins."


Has anyone faced a similar issue , any ideas / comments / suggestions.


Regards


Admin


 

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PM in Practice - Real world issues, Best practices
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ChandraR

Fri, 06/04/2010 - 13:12

This is a case of under allocation of resources for sucha complex project of gigantic size project.  The PM should gather the amount of resources allocated and needed for such a project from the previuosly similar projects executed and make a A to B comparison with the current project and bring the sponsor and customer to the meeting and present the facts and figures and impress upon them that the bread they want is in proportion to the dough they provide and they can't have the cake and eat it too and live in fantasy world!  Let us be realistic!  You can only squeeze to a some extent and can't get the highly ambitious goals realized with the thin & far stretched resources and even steeply fall what you have achieved so far from 30- 40% to drastically lower levels due to fatigue, low morale and one has to maintain a balance between carrot and stick approach.  Hopefully common sense prevails on the part of sponsor and customer to get a good insight and provide additional resources/scale down the project scope


Chandra

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admin

Fri, 06/04/2010 - 14:05

You are right about the fact that its a gigantic project. But this does not need more resources. The problem is that the PM is not getting the productivity from the people. After checking with similar projects its clear that the number of resources are adequate. A lot of swapping has already been done.

 

ChandraR

Fri, 06/04/2010 - 14:51

Your people are committed & putting lot of extra hours;


All are trained and 50% are well experienced ... Lot of reshuffling already took place.  No shortage of expertise.  No shortage of resources either.  Now let us get to the bottom of the issue


Next step to try: Divide and rule.  Divide the 150 people into 15 sub groups and make one champion for each group and provide competition and incentive among them.  Establish metrics, timelines for each subgroup to identify which subgroup is performing below and try to create an Ishikawa diagram to identify the root cause for below par performance.  Meet with 3 subgroup champions  a day in every week and a have a one on one detailed discussion. This type of WBS facilitates spotting the deficiencies and managing the project better by taking corrective actions - each sub group wise.


Chandra

KABANERJI

Fri, 06/04/2010 - 20:32

Analyze, Analyze, Analyze! I agree with Chandra but have some points to add. Since the project started, somewhere along the line, the PM has ignored the under performance. Hence we have currently a project which is facing challenging variance with respect to schedule. In order to put the project back on track there must be a two pronged approach taken.


While on one hand it is critically necessary to bring up the performance of the whole team, as Chandra has rightly said above, by analysing and taking action groupwise, it is equally important that fast tracking and crashing at various points in the network diagram must be done immediately. The risk register needs a hard look, what is missing? Rewards policy if already in place has to be revamped or replaced by totally new reward policy keeping in mind what team actually considers as reward. Training expense has to be taken in to account and training for people to improve performance must be started ASAP. A closer look at the project team members may reveal some who will never be able perform at required level, they need to leave the team. Team building exercises have to happen at regular intervals, must be innovative and not general run-of-the-mill exercises. Project of such size involves large amounts at stake, variances can happen but control over the project execution must be back at the hands of the PM rather than what is happening just now. Penalizing team members for lower performance should be never considered until all other methods have failed absolutely. "Customer is not friendly, wants changes to be absorbed in the timeline" - This is always the case, changes must go through the Change Control Board, changes cannot be dealt with without the necessary process for its approval.


I look forward to comments from experts, I am a novice compared to the learned pundits here on this site. Please let me know my mistakes. 

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admin

Mon, 06/07/2010 - 04:17

First let me reiterate that this problem is real life , meaning we have not found the solution yet. So please dont mind if I criticize the ideas.  I like Chandra's suggestion of creating subgroups. only thing is that instead of 15 subgroups we will have to create 3-4 and compare.  The main constraint of the project is resources.  When key people leave its not easy to staff them back. There is knowledge drain. Neither we have an option of replacing people . We can do it only for non-performers. Since overall there is shortage of people in that location.


We are looking at lot of metrics to see where there can be improvements. That we will know in coming weeks.  However you can continue to post your ideas, we may pick few from here.


I agree with KABANERJI's analysis.  Will see if there can be any further rewards mechanism.

The PMP Guru's picture

The PMP Guru

Mon, 06/07/2010 - 14:25

I feel abit carried away with your question and now your last statement, SO now you mean in this real and live project, The only problem you are currently facing is the resouces and you are searching for it's solution. By resources you mean only the Human Resources not all resources.

Please correct me if I perceived it wrong.

There could be many things that you need to look into.

1: The location where the project tend's to be happening:

You need to check the environment, atmosphere and surroundings of the area and seek for it's relation with the resources. E.g:

  • Is this project happening in a remote area where there are limited options for entertainment.
  • The resources you are using are from the cold part of the country and the project is happening in a hot environment.

2: What's the talk about the project:

You need to check what's the talk about the project, If there is a general talk that this project is a failure and may close but no idea when. This impression can cause a very serious disturbance among the resources and they feel insecure about the project and themselves and may seek another project.

3: The Company Status:

You need to check What is the Company, What is the image of the company, What is the ranking of the company, What is the position of the company.

Refer to point 2, If there is a sense that the company is going to bankrupt or may layoff employess becasue of recession, you can loose a lot of people early.

4: Status, Morale, Security, Salary of the resources:

You need to check the morale of the resources and how are they feeling ragrding there company, themselves, Do they feel secure, There salary is market competative.

5: The Management Treatment:

You need to check How the management is treating the employees, Are they treating them like servants or they threat them like there children's.

6: The Reward System:

You need to check for the Award system, Do you have any incentive or reward plan in the project. Employee of the month or something like that.

7: The Team:

You need to check whether the Team is Co-Located or scattered in different areas.

8: Scope:

you need to be sure whether the Project Scope is properly defined and you need to check whether the Team knows there work and what needs to be done.

To be continued......

"Please give a brief description of your project compare to the points above, SO that we know what kind of environment is there"

 

ChandraR

Mon, 06/07/2010 - 16:37

PMP Guru,

I believe you are going too much away from the real issue.  Here this organization, working on a project with 150 people do have enough resources but the technical expertise is far below due to more than 50% expertise drain and the existing people are not knowledeable enough to catch up and deliver on time.  They are able to deliver only 30-40% inspite of putting long over time hours.  So now propose a solution if you are the PM facing such situation.

 

Chandra

The PMP Guru's picture

The PMP Guru

Mon, 06/07/2010 - 17:44

ahaaa...

I look at the last message from the Admin and perceived that the resources are leaving the project or have left and he is curious to know why they are leaving....

*********************************************************************************

Please Chandra, Correct me I may be perceive your message the other way.

- You have now 150 People on your project.

- They all work Over Time.

- They have only completed 30 to 40% work.

- The resouces are incapable as the key Technical Resources left.

Now we have to seek a soultion for it. Right ?

Kind regards,

 

The PMP Guru's picture

The PMP Guru

Mon, 06/07/2010 - 17:46

ahaaa...

I look at the last message from the Admin and perceived that the resources are leaving the project or have left and he is curious to know why they are leaving....

*********************************************************************************

Please Chandra, Correct me I may be perceive your message the other way.

- You have now 150 People on your project.

- They all work Over Time.

- They have only completed 30 to 40% work.

- The resouces are incapable as the key Technical Resources left.

Now we have to seek a soultion for it. Right ?

Kind regards,

 

ChandraR

Mon, 06/07/2010 - 18:52

PMP Guru,

Yes.  That is what my understanding of this real life project based on the discussion thread so far.

Regards,

Chandra

The PMP Guru's picture

The PMP Guru

Mon, 06/07/2010 - 21:59

A year back when I was part of a Telecommunication Installation System, We somehow cross across the same situation.

Although that was totally different then explained in here, But a very troublesome and I will write the whole detail in next thread.

We had no resources, I mean trained resources and we simply brought contractors, Although the project was over budgeted but The customer has already launched RFP to other vendor's while we were almost half there.

Our company didn't wanted to loose business and brought the best people from around.

So I guess if you have no trained resources available, The only option in this case would be to bring in Contractors, Put some brilliant or you think fast learners or dedicated Team member's with them to join so that they can see, How the contractors are handling the project and after a while when the contractors are gone. Those team members can be put in different teams so that others can benefit from what they have learned from the contractors.

You can bring in contractors for a couple of months and your team will learn alot from them. Also it must be clear upon the contractors that you have to train our resouces which they normally don't do...

admin's picture

admin

Tue, 06/08/2010 - 01:29

PMP Guru. Thanks for your comments, do post about your exp. in another thread.

Just to update, we have got contractors on board, however contractors are not bound for any long term commitment and they leave after 3-4 months, which is same as attrition. While they are around they do solid work.

As for the productivity improvement, the resource related aspects are being looked at, it also includes what has been discussed in this thread like 1) additional rewards, 2) giving compensatory off 3) Giving a firm timeline to meeting person's aspirations thereby retaining him 4) Each resignation is taken seriously and every attempt is made to retain that person , we have had success here 5) We will be forming some groups and compare their productivities also bring in some competition. 6) We are also looking at possibility to fast track some promotions for key people who have exceeded expectations.

We are expecting some improvement due to the above. Also whereever possible we are not forcing people to work extra. In coming 3-4 weeks we will know the positive / negative impacts of above steps.

Secondly we are looking at other aspects due to which the productivity may be down 1) Process followed for developing and identifying improvements 2) Any activities which needs to be done by all developers should be automated 3) Trying to get additional budget for tools 4) Get irritants out of the way like slower machines, less disk space, easy configuration management system etc. 5) Identify mentors for each newbie, ofcourse this means that mentor will be overloaded but using some reward mechanism this can be managed. ( atleast we think so)

Finally - even having done all this the customer hostility still remains the problem . To tackle that situation we are involving very Sr. Executive management to talk directly with customer. Two meetings have already happened. Couple of them planned this week. Once this improves then we expect some positive energies in the PMs also.

Thanks

Admin

 

 

KABANERJI

Tue, 06/08/2010 - 01:34

Thanks to Admin for submitting this real life situation! Also I think all readers just like me of this thread must be very thankful to the various experienced PMs who have given their valuable inputs.


The PMP Guru has given excellent directive, this must be a major focus, excellent resources brought in on contract can help this project hugely at this juncture. Personally, I have high regards for experienced and technically superb contractors who come in, complete the task at hand and move ahead looking for the next good project where they are in need.


My only concern is sometimes, these contractors are very tough to manage, does not listen or go by rules, often bordering on unprofessional behaviour with the rest of the project team. This is entirely personal opinion from what I felt in the past. I also acknowledge this is not at all generic. But this is a small risk that has to be taken in to account when the PM brings in the resources.


 


 

The PMP Guru's picture

The PMP Guru

Tue, 06/08/2010 - 17:43

Contractors:

I have been seeing, handling and working with Contractors for the past 5 years.

No matter what you do with them, It's very hard to get into there mind and I agree with KABANERJI.

1: They never listen to you.

2: They think only they can work as they are the only experts.

3: They are rude and hostile.

4: There can be a hundred points over them but forget it.

The question is, How these contractors should be managed in this project and how they should be utilized in this project keeping there stay is short:

No matter How an A$$hole a contractor is, Admin As soon he came to join your project, Pick the best buddy in your project. A person who can very cunning, selfish and know how to tackle someone and get the maximum benefit. This is real, I have seen many guys llike this who excellently handle contractor's, Learn from them and even get all the tools the contractors has. I know you won't beleive me, but I have seen many people.

The first day of the contractor, The PM should take him to lunch with the team member's, Introduced them and identify one or Two individual's (The one that I explained above) to the contractors and tell him that they are your body guards and they will help with everything like culture, food entertainment etc etc.

Those guys should always stick to the contractors and roam him around the city being good buddy's and when it comes to work try to do the work by themselves and ask the contractor to watch them.

The contractors should be divided into different teams, Only One Contractor per team. Never allow Two contractors to work on a single work package or in the same place. The reason is when two contractors work combinely they never ever allow the other team member's crack into them. they talk with in themselves, they share with in themselves and they try not to teach anything to the local's.

 

Good to hear you have improvement.

1: As chandra already said, Make different team and put the Contractor as Team Lead.

2: Announce Competition among these Teams.

3: Un-neccessary processes should be removed.

4: Create a Questionaire and distribute it to the team as what tools are neccessary for the project and what are the hurdles, like as you explained Slow Machines etc.

5: Please don't create panic among the team and never ask them for overtime. When you create competition automatically they will work till late.

6: Management should work as a shock observer and never allow the team member to face the customer in case on any mis-chief done form the team.

7: The management should take a proactive role by engaging with the customer in a friendly way and try to convince them that we are upto it.

8: One thing I should mention in here regarding my last project. The PM was also never allowed to face the customer alone. The Sr PMO Manager always accompanied the PM and always back him. I remember when ever there was a problem ans the PM was asked to answer the Sr management would jump in and try to cover everything.

The PM was let very relaxed and finally he delivered...