Hi,

New here and looking for some advice. I've just taken over a large scale software developement and deployment project (The Previous PM left quickly for reasons better left unknown...) The project is behind schedule with projected end dates 2 years over schedule. Ive spent the last few weeks producing a realistic project plan ( there was none previously!!) Now I've got to get down to pulling things back.

My issues are: Scope is massive, and growing. The client "requesting" additonal finctionality, resouorces, we dont have enough programmers, but budget does not allow for extra resource, and lastly its all attitudes and egos on both sides. The client is frusrated and has 0 confidence, we havent hit a single target as yet, but their own IT teams are unhelfull as well,  our softeware will make them jobless!

Lastly, how can I add recources to subtasks quickly? I have hundreds of tasks to action and it will take me years...

Many Thanks

Amanda:

You have a nasty problem here.  Having been in this position before, the first thing you need to do (IMHO) is establish your credibility with the client. This is a tricky thing, because it calls for communicating the true state of affairs (resistance to the implementation on the part of the client's team; true state of affairs vis-a-vis your resources; true schedule with meetable milestones based on your resources, etc.).

I suggest you hold a strategy session with your management and lay it out for them, then once you have their buy-in, you will have to hold a summit with the customer and layout the true state of affairs, with the plan to deliver on committments that are realistic and achievable. Your management MUST support you in this, or you are doomed to failure.  Without a united front, and assurances that you will get the support required to be successful you are in a no win situation.

Terry Tanner, MSPM, PMP

Amanda,

First, you are not flying solo and I will help any way I can.  You can even contact me directly. 

1)  Do you have an executive sponsor?  If so, make an appointment to go over your plans once they are finalized to be sure you have their backing and support. 

2)  When you say scope is growing, this worries me.  Scope can't grow without a change request and change control procedures.  Solidify your scope with you customer and sponsor and get their sign off on the current scope (you may have to re-plan your project after this is complete).  Since you say your budget does not allow for more resources, I would try to find the original scope statement for this project and push to have this the scope of record (your Project Sponsor can help). 

3)  Next, I would suggest you start from the beginning quickly and create/publish a Communications Plan (who needs what information, when do they need it, what format do they want it in, how will you get it to them, and who owns the information), a Staffing Plan (your current team and their roles), and a Project Budget (not only your estimated, updated project schedule; but hardware, software and anything else needed to succeed).   

I have attached a zip file with all the documents needed to get things back on track.  I suggest you pay particular attention to the Escalation Procedures and start soon.  Getting a project back on track requires some extra hours and a TON of communications.  Please let me know if I can help, but I encourage you to sit down with your project sponsor quickly!

Hi John,

Many Thanks for your advice.

I guess I should have mentioned that the company is a MOM and POP. I report directly to the owner, his son is the OPS director and sometimes I wonder why I was hired as I effectively have all the responsibilty without any authority. I can not add resource without his say so, and his say so is always NO. 

I was told the day I was offered the job, my job relied on making this project work, had I known what a "bum deal" I was being sold I would have reconsidered!

So, executive sponsor is the M.D (POP) I must also mention here, there has been a massive communication breakdown between him and the Customer MD. I know I need to restablish communication and credibility, but this is made harder by the fact that I have to tell my boss a few home truths about his communication style!  Not easy to do...

The scope is growing, this is not because there is no change control procedures, this is in place, BUT out of scope change requests are not rejected (There have been hundreds raised, and not one rejected) What happens is instead of rejecting them, we charge them for it...

Another important point to mention is that that there are now issues with the style of relationship with this "customer" the original project plan was to include the customer in all aspects of development, testing etc, as this software we are developing for them will also be used in the general market place when done and will produce alot of revenue for my company. However of late due to comms breakdown, my director has refused to allow joint efforts, thus the other director has rfused to play as well. Its all a bit of a mare, with my job on the line. So customer/partner relationship needs to be confirmed. Making my boss come to this decision will be difficult, becausae he wants their support and cash but not necessaryily their input.

The project plan as such has been updated with new time scales are far down the line as possible, howver there are so many unknowns due to the breakdowns its impossible to get to the end date without a massive amount of conjecture.

I appreciate all your help on this,  this is my first major project and I sometimes feel like I am drowning!

 

Amanda,

How are things?  Are you done with the project yet?  ;-) 

Seriously, what is your status and are you making headway? 

Hi
well, weve had some interesting action in the last few weeks. We were summoned to an urgent Key Points discussion by the client, who in all fairness
pointed out that my co are in a breach contract position, and have put several suggesitons for a way forward, all of them I agree with and have on several
occaisions mentioned to my boss. One of the major points is that the boss must recognise formally the contract breach, and put it into writing. The others were ideas to move the project along, which were very usefull.
I went away somewhat relieved that it was all out in the open and that the boss had "agreed in principle" the key points (pending a weeks wort of reflection)
However upon returning it has become clear that the boss has no intention on agreeing in principle, I think its because he fears what this will do to his insurance, and he distrusts the client MD's intentions. Adding to
all this is the fact that I have been closed out of any discussions about this, and my boss has not had any further contact with client MD - even to clarify
positions etc.. It is quite distressing and I dont think there is anyway for me to contribute. I have been effectively frozen out. I am not sure exactly what I have been hired for, is this commom or am I just unlucky??

Hi Amanda,

Unfortunately, your experience isn't all that uncommon. When projects go bad it's very hard to get them back on track.

It sounds like your customer has positive suggestions, while your MD is more concerned with protecting himself from possible litigation. If I were in your shoes I'd want to know if your MD's approach is a result of these particular circumstances, or instead if it is pretty typical of his business dealings. If the latter, this may be a lost cause. It's interesting that you're not the first PM on this project and that your predecessor left suddenly - have you spoken with them?

Good luck!