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El. knyga: Project and Program Turnaround

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The U.S. economy thrives on the development of new products, new systems, and new processes. Usually, these advances start as a flash of inspiration by highly creative individuals. It is complex and difficult to go from initial inspiration to a final product, process, or system. So it is not surprising that approximately one out of every four development programs fails. A development program or project in trouble is distinct from a program encountering typical development difficulties. Such a program or project can appear to be in free fall.

This book identifies the essential fundamentals for executing a program or project turnaround effectively. These fundamentals include:





Clearly identifying the next critical accomplishment needed for success Assigning responsibility for each program task to one person Capitalizing on colocation and face-to-face communication Recruiting problem solvers Wining commitment from team members Using team accomplishments to propel high team morale

The guidance provided in this book is applicable to all program or project genres, including manufacturing, nonprofit work, education, medicine, investment management, and municipal management.

Software has become a great part of both providing product functionality and assisting with managing product development. A special chapter devoted to software development dispels common misconceptions and provides guidance for turning around this special type of project or program.

This book is a highly valuable source of insight for a wide range of readers, including management professionals, business students, and executive managers. Every member of a product or project development team will find its recommendations to be of high value.
Dedication v
Preface xvii
Acknowledgments xix
About the Author xxi
Chapter One Great Program! But What's Wrong? 1(24)
1.1 Programs Are Like Speedboats
4(4)
1.2 How a Development Program Is Defined in This Book
8(2)
1.3 What Does It Look Like When the Development Team Cannot Do Their Best
10(3)
1.4 Why Did This Happen?
13(4)
1.4.1 Major Change-of-Leadership Discipline
13(1)
1.4.2 Staffing Urgency Targets Most Available Personnel
14(1)
1.4.3 Outstanding History, So Again?
15(2)
1.5 Innocent Leadership Mistakes While Trying to Make It Right
17(5)
1.5.1 Mandatory Overtime
17(1)
1.5.2 Leadership Asserting the Responsibility for Program Success Is Solely in the Hands of the Individual Team Members
18(1)
1.5.3 Incorporating Higher Levels of Automation
19(1)
1.5.4 Convening a Team "Retreat" or "Offsite"
20(1)
1.5.5 Hiring a Motivational Consultant
21(1)
1.6
Chapter Highlights
22(3)
Chapter Two Who Leads the Turnaround? 25(16)
2.1 Who Initiates the Turnaround?
25(1)
2.2 Qualifications Needed to Lead a Turnaround
26(4)
2.2.1 Have Experience as a Program Manager
27(1)
2.2.2 Have Good Rapport with the Team
27(1)
2.2.3 Have a Wide Breadth of Experience
27(1)
2.2.4 Understand the Type of Project or Program They Are Going to Manage
27(1)
2.2.5 Understand the Workings of the Project or Program
28(1)
2.2.6 Tap Team Creativity and Selflessness
28(1)
2.2.7 Be Present and Accessible
28(2)
2.2.8 The Lead Must Be Inspirational and Shrewd
30(1)
2.3 Where Do You Find the Turnaround Lead?
30(3)
2.3.1 Apply the Original Program Leadership
30(1)
2.3.2 Recruit the Turnaround Lead from Outside the Program and Enterprise
31(1)
2.3.3 Recruit the Turnaround Lead from Outside the Program but from Within the Enterprise
32(1)
2.4 First Tasks for the Turnaround Work
33(2)
2.5 Customer Involvement When Planning the Turnaround
35(4)
2.6
Chapter Highlights
39(2)
Chapter Three First! "Point A" and "Point B" 41(14)
3.1 Details of Point B-The Critical First Step!
43(3)
3.2 But What Is the Status of the Program Now (Point A)?
46(4)
3.3 The Customer Must Be Highly Involved
50(3)
3.4
Chapter Highlights
53(2)
Chapter Four Find the Cavities 55(20)
4.1 What Hampers Getting to Point B?
55(18)
4.1.1 Point B Had Not Been Correctly Defined
55(1)
4.1.2 Erroneous Design Concept
56(1)
4.1.3 Trying to Break the Laws of Science
57(1)
4.1.4 Inadequate Work Force
57(3)
4.1.5 Wrong Task Target(s)
60(1)
4.1.6 Lack of Planning Details for Some Tasks
60(1)
4.1.7 Lack of Needed Equipment/Facilities
61(2)
4.1.8 Subcontract Management Is Lacking
63(5)
4.1.9 Inadequate Supply Line
68(3)
4.1.10 Program Progress Measured by Work Time Spent Instead of Tasks Completed
71(1)
4.1.11 Leadership Did Not Understand the Big Program Picture
72(1)
4.2
Chapter Highlights
73(2)
Chapter Five Change Gears Now 75(14)
5.1 Evaluate Past Deficiencies Quickly
75(1)
5.2 Fill The Cavities First!
76(1)
5.3 Draft the New Organization Immediately
77(1)
5.4 Making Field Promotions
77(2)
5.5 Establish Presence
79(2)
5.6 Establish the New Tempo
81(4)
5.7 Easiest When Relationships with Team Individuals Are Not Yet Established
85(1)
5.8 Share the New Organization with the Team
85(1)
5.9 Take the Medicine All at Once
86(1)
5.10 Maintain Seamless Momentum and Focus- "This Is Serious"
86(1)
5.11
Chapter Highlights
87(2)
Chapter Six It's a Campaign, Not a Program! 89(8)
6.1 First Time in History
89(2)
6.2 It's a Lifeboat!
91(1)
6.3 Support from Executive Management
92(1)
6.4 Not a Maverick
93(1)
6.5 Probing and Gossip
93(2)
6.6 Schedules versus Diplomacy
95(1)
6.7
Chapter Highlights
96(1)
Chapter Seven High-Value Elements 97(46)
7.1 Face to Face
97(3)
7.2 Virtual Communication with Care
100(1)
7.3 Colocation
101(8)
7.3.1 The 30-Second Rule
103(1)
7.3.2 Minimal Information Coupling and Maximum Functional Cohesion When Separating Program Teams
104(2)
7.3.3 Organizations Mapped to Product Breakdown Tend to Run Most Efficiently
106(3)
7.4 Strict Adherence to the Program Plan
109(2)
7.5 Improvements to Program Plan by Adherence to Procedure
111(3)
7.6 Each Task Must Have Just One Lead
114(1)
7.7 Well-Structured Meetings
115(3)
7.8 KISS, the Three Levels of Problem Solution
118(2)
7.8.1 The Solution That Does Not Work
119(1)
7.8.2 The Solution That Works
119(1)
7.8.3 The Simple Solution That Works
119(1)
7.9 The Knock at the Door-Innovation Is Here!
120(1)
7.10 Team Rhythm
121(3)
7.11 Plan to Find and Correct Product Errors Early in the Development Flow
124(2)
7.12 Watch the Flank!
126(3)
7.13 Hiring Rules
129(6)
7.13.1 "If I Could Only Ask One Interview Question"
129(2)
7.13.2 Key Attributes
131(1)
7.13.3 Other Important Questions
132(3)
7.13.4 Quickly Hiring Many
135(1)
7.14 Subcontractors Are Team Members-Nothing Less and Nothing More!
135(5)
7.14.1 The Shrewd Prime
136(1)
7.14.2 The Obedient Prime
137(1)
7.14.3 Good Subcontract Management Guidelines
138(2)
7.15
Chapter Highlights
140(3)
Chapter Eight Metrics-A Crystal Ball 143(8)
8.1 A Little or a Lot
143(4)
8.1.1 Measure Inputs, Not Just Results
144(1)
8.1.2 Monitor Input Trends and Not Just Acceptable Input Values
145(2)
8.1.3 Determine Root Cause for Failing Trends
147(1)
8.2 Implementation
147(1)
8.3
Chapter Highlights
148(3)
Chapter Nine Contract Success 151(8)
9.1 Subcontract Management Organization
151(2)
9.1.1 Subcontract Manager
151(1)
9.1.2 Subcontract Administrator
152(1)
9.1.3 Technical Lead
152(1)
9.2 Reviewing the Prime Contract and Subcontracts
153(5)
9.2.1 An Ounce of Prevention
154(2)
9.2.2 Going Native
156(1)
9.2.3 Internal Reviews
157(1)
9.2.4 Customer Reviews
157(1)
9.3
Chapter Highlights
158(1)
Chapter Ten Expectations 159(10)
10.1 Laser Focus on Results
159(2)
10.2 The Long Hours
161(1)
10.2.1 Set the Example
161(1)
10.2.2 Reminder of Importance
161(1)
10.3 On Call
162(1)
10.4 Personal Sacrifices
162(1)
10.5 Keep Raising the Bar but Have Their Backs
162(4)
10.5.1 Again, By Example
162(1)
10.5.2 Grow the Demands
163(1)
10.5.3 Have Their Backs!
164(2)
10.6 "You Can Pull the Line"
166(1)
10.7
Chapter Highlights
167(2)
Chapter Eleven Ethics Are Essential 169(4)
11.1 Regular Ethics Meetings and Distribution of Written Reminders
170(1)
11.2 Equal and Swift Due Process
170(1)
11.3 Leadership by Example
170(1)
11.4
Chapter Highlights
171(2)
Chapter Twelve Effective Leadership and Basic Planning 173(6)
12.1 Review and Elaboration
173(3)
12.2
Chapter Highlights
176(3)
Chapter Thirteen Motivate Continuous Improvement 179(4)
13.1 Program Leadership Asks the Program Subject Matter Specialists "What If?"
180(1)
13.2 Share Good Suggestions, Even if They Fail
180(1)
13.3 Recognize New Ideas That Have Improved the Program
181(1)
13.4 Never Punish for an Idea That Does Not Work
181(1)
13.5
Chapter Highlights
182(1)
Chapter Fourteen Honest Tracking 183(12)
14.1 One Step at a Time
183(2)
14.2 Thank Goodness for Schedulers!
185(1)
14.3 Multiple Books
186(3)
14.3.1 Plan 1: Optimistic Cost and Time to Complete
187(1)
14.3.2 Plan 2: Realistic Cost and Time to Complete
187(1)
14.3.3 Manage Optimistic, Promise Realistic
188(1)
14.3.4 The Tale of Three Books
188(1)
14.4 Keep Watching the Flank
189(1)
14.5 The Common Fallacy of "Reuse"
190(3)
14.5.1 Reuse the Design Concept or Approach
191(1)
14.5.2 Reuse Successful Detailed Design or Finished Product
191(2)
14.6 Building Component "Chips"
193(1)
14.7
Chapter Highlights
193(2)
Chapter Fifteen I Thought I Understood Software! 195(22)
15.1 New Guy on the Block
196(1)
15.2 Software Is Not All Created Equal
196(2)
15.3 How Can I Touch Software?
198(1)
15.4 Software Cost Myth
199(1)
15.5 Software Programs That Make Sense
200(2)
15.6 Need for Independent Pieces
202(3)
15.7 Find the "Bugs" Early
205(2)
15.8 The Software Ambassador
207(3)
15.9 "Overkill" Up Front
210(1)
15.10 Future Software Jewels
211(3)
15.10.1 Highly Automated Software Development/Test Environments
211(1)
15.10.2 Code Generators
212(1)
15.10.3 Off-the-Shelf Real-Time Operating Systems for Embedded Computers
212(1)
15.10.4 True Polymorphism
213(1)
15.10.5 Self-Learning Test Software
213(1)
15.11
Chapter Highlights
214(3)
Chapter Sixteen Early Success-"Team Food" 217(4)
16.1 Let the Team Know of Their Progress from the Start
217(1)
16.2 Leaders Highlight the Power of Teamwork
218(1)
16.3
Chapter Highlights
219(2)
Chapter Seventeen Maintaining Traction 221(14)
17.1 What Is Root Cause?
222(2)
17.2 Accurate Root Cause/Corrective Action Saves Program Cost and Schedule
224(1)
17.3 Root Cause Determination
224(8)
17.3.1 Freeze and Document the Failed Setup
224(1)
17.3.2 Choose a Principle Investigator
225(1)
17.3.3 Assemble the Fault/Failure Investigation Team
226(1)
17.3.4 Complete a Timeline of Events
226(1)
17.3.5 Record All Random "Observables"
227(1)
17.3.6 Create Hierarchical Breakdown of Potential Fault Causes
227(1)
17.3.7 Attempt to Disprove All Potential Causes with the Data
228(1)
17.3.8 What Is Left?
228(2)
17.3.9 Recreate the Fault/Failure to Cinch the Deal
230(1)
17.3.10 Again, Accept Only One Root Cause
231(1)
17.4 Same RC/CA Processes for All Turnaround Program Team Elements
232(1)
17.5
Chapter Highlights
232(3)
Chapter Eighteen Shackle the Configuration 235(8)
18.1 Examples of Errors with "Test as You Use"
235(1)
18.2 Common Program Configuration Mistakes
236(4)
18.2.1 Parts Substitution
236(2)
18.2.2 Changes in Personnel
238(1)
18.2.3 Changes in Process
239(1)
18.2.4 Last-Minute Changes
239(1)
18.2.5 Change of Parts Source
240(1)
18.2.6 Poorly Tested Degraded Operation
240(1)
18.3 Subcontractors and Other Suppliers Must Follow the Rules
240(1)
18.4 Periodic Quality Metrics
241(1)
18.5 Program Change Board Moderates Changes
242(1)
18.6
Chapter Highlights
242(1)
Chapter Nineteen Document and Follow 243(10)
19.1 Turnaround Plan (New Program Plan)
244(1)
19.2 Program Requirements Document
244(2)
19.3 Integrated Schedule
246(2)
19.4 Risk Management Plan
248(2)
19.5 Expenditure Profile Plan
250(1)
19.6 Software Development Plan
250(1)
19.7 What Is Necessary?
251(1)
19.8
Chapter Highlights
251(2)
Chapter Twenty Everyone Must Be Paranoid! 253(4)
20.1 Living Risk Management Plan
254(1)
20.2 Team Members
254(1)
20.3 Schedule Reviews
255(1)
20.4 Schedule Reserves
255(1)
20.5
Chapter Highlights
256(1)
Chapter Twenty-One Team Dedication and Mentoring 257(12)
21.1 A Real Open Door
258(1)
21.2 Triggering Strong Dedication
258(4)
21.2.1 When It's Scary, Be Strong
259(1)
21.2.2 Have Their Backs Even When They're Scared
260(1)
21.2.3 Everyone Gets a Second Chance
260(2)
21.3 Stand Up for Them When There Is a Special Problem
262(3)
21.3.1 Outside Criticism
262(1)
21.3.2 Poor Work Performance
263(1)
21.3.3 Reduction in Workforce
263(1)
21.3.4 Personal Crisis
264(1)
21.4 Seeing in Them What They Don't See
265(2)
21.4
Chapter Highlights
267(2)
Chapter Twenty-Two Benefits for the Enterprise 269(6)
22.1 Encourages a Culture of Achieving Program Commitments
269(1)
22.2 Gives Employees of the Enterprise the Knowledge and Feel of a Team On Step
270(1)
22.3 Identifies the "Solvers"
270(1)
22.4 Identifies Future Leadership
271(1)
22.5 Provides Process Improvements and Innovations for Future Programs
271(1)
22.6 Helps Prevent Mistakes in Future Programs
272(1)
22.7 Increases Enterprise Morale and Allegiance by Showing How Successful They Can Be
272(1)
22.8 Demonstrates High Capability of Enterprise Brand to Business Community
273(1)
22.9
Chapter Highlights
273(2)
Index 275
Thomas Pavelko worked for 37 years for Lockheed Aircraft and Lockheed Martin. He started as an engineer organizing and leading teams to develop embedded computer systems that performed critical flight control and data reduction functions. Eventually, he was promoted to the level of Program Director. He reported to a wide variety of divisions, including Satellites, Missiles, R&D, Electronics, Propulsion, Advanced Astronautics, Commercial Space, Human Spaceflight, and the Skunk Works. During the latter part of his career, he was assigned to assist large commercial and government programs in trouble. For some of these, he became the new Program Manager. All the programs he led were successful.
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