14ch.ppt
- 1. Copyright Course Technology 2001 1 Chapter 14: Executing
- 2. Copyright Course Technology 2001 2 What Is Involved in Executing Projects? • Project execution involves taking the actions necessary to ensure that activities in the project plan are completed • The products of the project are produced during execution • The 1996 ResNet project involved installing over 2,000 PCs in seven different offices, creating more software, training agents, and measuring the benefits of the system
- 3. Copyright Course Technology 2001 3 Recall Figure 2-5. Level of Process Group Activity Over Time The most time and money are usually spent on executing processes
- 4. Copyright Course Technology 2001 4 Importance of Good Project Execution • Project execution means getting the work done, and stakeholders want to see results • June 21, 1999 Fortune cover story highlighted why most CEO’s fail - poor execution! The same is true for project managers
- 5. Copyright Course Technology 2001 5 Table 14-1. Executing Processes and Outputs
- 6. Copyright Course Technology 2001 6 Providing Project Leadership • Peeter was an experienced project manager and effective leader • He thought the three main success factors on ResNet were – having clear goals – making the work fun, and – sticking to schedules
- 7. Copyright Course Technology 2001 7 What Went Right? To make ResNet fun, Peeter's team created videotapes and themes for important project activities. For example, NWA prepared a videotape of the ResNet beta test agents sharing their responses to the new system and another tape of the final project recognition dinner. The ResNet team also planned and executed exciting kickoff meetings. They worked with each ResNet office to develop and follow a theme for each office implementation. For example, the Tampa office used a "Flintstones to the Future" theme for ResNet. Months before the Tampa office would receive their ResNet PCs, the ResNet team put up posters about the new system alerting the office staff to get ready for the future. At the first meeting to coordinate the Tampa installation, people dressed to look like Star Trek characters— they wore silver collars and put the ResNet logo on their shirts. Peeter, who became a Vice President at NWA in 1999, still proudly displays his silver ResNet logo in his office. The Minneapolis office used a "Broadway Shows" theme, and the ResNet team and sales agents danced a chorus line. Each office looked forward to their implementation and had fun creating their own theme.
- 8. Copyright Course Technology 2001 8 Developing the Core Team • Peeter developed a strong core team with Arid and Kathy leading major parts of the projects • Peeter was a hands-on manager and felt every single person involved in ResNet was important • Peeter also kept Fay well informed of the project’s progress • Peeter provided necessary resources to help his people succeed
- 9. Copyright Course Technology 2001 9 Verifying Project Scope • Peeter focused on the broad goals of the project, then the details • Peeter was notorious for having long meetings to clarify project scope • Peeter and Fay planned for incrementally developing the ResNet interface by budgeting for people to continue developing enhancements. The scope was limited by what they could do, so users focused on the most important enhancements
- 10. Copyright Course Technology 2001 10 Assuring Quality • Industrial engineers developed techniques to measure the impact of ResNet and analyzed the reservations process • This work helped justify spending money on ResNet and in developing the user interface • Quadrant 4 had cells positioned based on the workflow of making reservations • The team also followed internal procedures for software development and hardware installation
- 11. Copyright Course Technology 2001 11 Figure 14-1. ResNet Quadrant 4
- 12. Copyright Course Technology 2001 12 Disseminating Information • Communication was a key factor in ResNet’s success • “Fear of the unknown is detrimental to a project,” said Kathy Christenson • The ResNet team disseminated project information often and in different ways to meet stakeholder needs
- 13. Copyright Course Technology 2001 13 Figure 14-2. Detroit Reservations Center Progress Report Training Room 2 Training Room 1 Training Room 3 Comm. Room Network Progress indicated by shading Implementation: February 26 to November 15, 1996 240 of 543 PCs Installed to Date Reservation Agents, 6 PCs/pod Other offices
- 14. Copyright Course Technology 2001 14 Change Management Teams • The ResNet team set up change management teams at each office to keep them informed • Training at each office included brief one-on- one sessions with each agent in addition to formal classroom training • ResNet management wanted to address the unique questions and concerns of each agent
- 15. Copyright Course Technology 2001 15 Procuring Necessary Resources • ResNet involved procuring many off-the-shelf hardware, software, and networking products • The ResNet architecture was fairly complex, as shown in Figure 14-3 • Arvid Lee was instrumental in working with various vendors, and he used his expertise and experience to the company’s advantage
- 16. Copyright Course Technology 2001 16 Figure 14-3. ResNet Data Network Overview Schematic
- 17. Copyright Course Technology 2001 17 Training Users to Develop Code • Recall that a lack of user involvement is the main reason why many IT projects fail • A critical decision concerning the ResNet interface software was to have users—sales agents —help to write code • Peeter interviewed interested agents and worked with their union to be fair • 6 sales agents and 3 IS staff wrote the bulk of the ResNet interface after attending a training course by Qantas
- 18. Copyright Course Technology 2001 18 Table 14-2. Sample Scripting Language for ResNet User Interface ;**************************************************************************** ;* Subroutine: B_A_OFCCOMPARE_SUB ;* Called By: AR_MTD_DISP_SUB,AR_MTD_DISP_GLD_SUB,AR_MTD_DISP_INL_SUB,AR_MTD_DISP_OTH_SUB ;* Paramaters: # 1 = column to display data ;* # 2 = d.i. for city code ;* # 3 = d.i. for dt ;* # 4 = d.i. for dt2 ;* # 5 = d.i. for netrev ;* # 6 = d.i. for cph ;* # 7 = d.i. for ctt ;* # 8 = d.i. for acw ;* # 9 = d.i. for occ ;* # 10 = d.i. for sit ;* Function: Builds office comparison of agent statistics ;* Date/Init: 17NOV97 MMR ;* Updates: ;* SPLIT COMMENTS 01SEP98 TLF Renamed applicable objects for application split ;**************************************************************************** set ar_temp_col '' display #2 ns_cur_window '5' #1 ns_bright_yellow ns_blue display #3 ns_cur_window '6' #1 ns_bright_white ns_blue display #4 ns_cur_window '7' #1 ns_bright_white ns_blue calculate ar_temp_col = #1 - '2' display #5 ns_cur_window '8' ar_temp_col ns_bright_white ns_blue calculate ar_temp_col = #1 - '1' display #6 ns_cur_window '9' ar_temp_col ns_bright_white ns_blue display #7 ns_cur_window '10' #1 ns_bright_white ns_blue display #8 ns_cur_window '11' #1 ns_bright_white ns_blue calculate ar_temp_col = #1 + '1' display #9 ns_cur_window '12' ar_temp_col ns_bright_white ns_blue ;*** office comparison for sit displayed if DRS gmmores3 DISP COL SIT: IS NOT 'N' if ar_disp_col_sit <> 'N' display #10 ns_cur_window '13' #1 ns_bright_white ns_blue end_if
- 19. Copyright Course Technology 2001 19 Agents’ Reactions to ResNet • "This computer is just wonderful. The colors are great. It's easy to look at. It's a lot of fun." • "It makes the customer feel confident that you know what you're doing." • "You have time to think about more important things like non- stop service to certain cities that we have that other airlines don't." • "Not going home at night with headaches. That's my favorite part." • "It's fun. It's new and it's different. You look at the big picture and what it can save Northwest and the revenue we can bring in. The bottom line is it's a great system - it's a moneymaker. It's quick, it's fun and it's easy. What more can you want?"