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    Webinar     Recovering Troubled Projects: Practical Advice for Managing Suppliers

    Webinar     Recovering Troubled Projects: Practical Advice for Managing Suppliers. Improving Technical Productivity. Brought to you by:. Featuring Christopher L. Dennis Steaming Kettle Consulting chris@steaming-kettle.com. 1. Who We Are. Chris. Susan. 2. Our Scenario.

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    Webinar     Recovering Troubled Projects: Practical Advice for Managing Suppliers

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  1.     Webinar   Recovering Troubled Projects: Practical Advice for Managing Suppliers Improving Technical Productivity Brought to you by: Featuring Christopher L. Dennis Steaming Kettle Consulting chris@steaming-kettle.com 1

  2. Who We Are Chris Susan 2

  3. Our Scenario • Grave boss • You are summoned to a meeting… Grave situation Will you fix it?

  4. You can enhance your ability to recover troubled projects when you Make accurate diagnoses Triage efficiently, and Cultivate good bedside manner

  5. Many Scary Questions Should we even try? Can the problem project be saved? Can the problem project be saved? Do we know the real problem? Can relationships change to accommodate an altered scope? Are suppliers part of the problem?

  6. Project Team Material supplier Raw or Finished Service bureau Design Marketing Corporate Purchasing IT Project Suppliers In Group OutGroup

  7. Project Pathogens • Unproven technology • External events • Inadequate information • Unclear or wrong goals • Failure of communication • Inadequate resources • Failure of management

  8. You can increase suppliers’ contributions to project recovery when you • Localize the source of troublesome symptoms • Deepen understanding of team/supplier relationships, and • Uncover suppliers’ secret power

  9. Example Work Breakdown New Bicycle WBS 1.MarketResearch 2. Design 3. Prototype 4. Market 5. Transferto Prod. CustomerInterviews Frame Build DesignCampaign SourceNew Parts CompetitorSurvey DriveTrain MechanicalTest RecruitNew Retail ModifyLine FinancialAnalysis Finish MarketTest TeamSponsorship AlterDistribution

  10. Step 1: ID Troubled Work New Bicycle WBS 1. MarketResearch 2. Design 3. Prototype 4. Market 5. Transferto Prod. CustomerInterviews Frame Build DesignCampaign SourceNew Parts CompetitorSurvey DriveTrain MechanicalTest RecruitNew Retail ModifyLine FinancialAnalysis Finish MarketTest TeamSponsorship AlterDistribution

  11. Step 2: List Suppliers for TW New Bicycle WBS • As you list, look for • Repeating names • New relationships • New services/ materials 3. Prototype Steel Stamping West Welding Ironworks, Inc. Build Sensors ’R Us Wild Ride West Welding Data Bucket MechanicalTest

  12. Step 3: Map Symptoms • Common symptoms • Delivering nothing • Delivering garbage • Delivering late • High costs • Eliminate asymptomatic 3. Prototype

  13. Did project teamset up trouble by…? Failing to deliver Delivering garbage Delivering late Passing on costs Dependencies Evaluate input quality Step 4: Localize Symptoms FixedUnworkableDesign ProjectTeamDelay NoExcuse ProjectGantt Chart

  14. Diagnosis Checklist • Troubled work packages, prioritized • Critical path • List of suppliers • Symptomatic interactions • Localized symptoms • Root cause helpful but not necessary • May never know root cause • To increase contributions • Must know the ‘now’ contribution

  15. People Quality of interaction Statement of Work Is it working? Deepen Understanding of Team/Supplier Relationships

  16. Supplier Relationships • Sales • Contracting • Leaders • Information Exchange • Material Exchange • Feedback/compliance • Payment In Group OutGroup

  17. Step 1: Diagram Relationships Be Clear AboutVacancies RecognizeKnowledgeGaps

  18. Step 2: Quality Assessment • Look For • Silence • Fear • Fatigue • Disinterest • Overload • Misunderstanding • Surprise • Your insight… • Assessment worksheet • http://www.steaming-kettle.com/Pages/proj.html

  19. Step 3: Collaborate on Adjustments • Consider • Role clarification • Personnel swaps • Strategic awareness • Goal alignment • Their ideas • Remember, their engagement and action is a contribution

  20. Revisiting SOWListen First • Problems you might not know about • Fresh solution ideas • People are more likely to implement ideas they own

  21. Revisiting SOWChoosing Words • Get rid of “win-win” • You’re asking for more • Supplier indicates a win for them • Use questions to generate possibilities • New possibilities are a significant contribution

  22. How is the SOW inhibiting delivery? Help reveal the supplier’s viewpoint Help remove onerous constraints

  23. Do something spectacular Unveil suppliers’ secret power Fulfill supplier promise Review scope of work What contribution is needed? To increase suppliers’ contributions to project recovery…

  24. Contribution’s Benefit • Why should a suppler increase their contribution? • They can sell it to the next customer • Ensure suppliers a real benefit • Whole-hearted endorsement • Ownership stake

  25. The Power of “Wow!” • Use end-of-recovery viewpoint • What will your organization say after the contribution? • What would the supplier put on their web site after the contribution? • Use “Wow!” to open up possibilities • Fear constrains thinking • Break everyone’s mind set

  26. Wow! We made up four weeks using their embedded systems programmer!

  27. Wow! A great power supply design! On time and 20% savings!

  28. Your Mission: Three Wow! Statements • Look back after recovery • Hear your sponsor’s voice • Imagine a supplier’s marketing flyer • Think big, smile, laugh at your outrageousness 1! 2! 3!

  29. You don’t know who has the secret power Every supplier Supplier’s supplier Supplier’s consultants Personal, personal, personal Secret powers revealed by trust Engage the team Getting the Message Out

  30. Starting the “Secret Power” Conversation Why do you ask? “What do you dothat we don’t know about?” We searching for a partner to…

  31. Guam Networking Example • Objective: Replace billing system (Budget >$1M) • Trouble: IT staff, reliable network • Wow!: • “With their help we made up four weeks and reduced packet loss by three orders of magnitude!” • Secret power: • Rate consultant -> IT team • Brought in via rate consultant contract • Question asked to work begun: < 2 weeks • Cost: ~15% of total budget

  32. You can increase suppliers’ contributions to project recovery when you • Localize the source of troublesome symptoms • Deepen understanding of team/supplier relationships, and • Uncover suppliers’ secret power

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  34. Steaming Kettle Consulting Email: chris@steaming-kettle.com Phone: 503-803-7627

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