Task Score Fulfillment Requirements Red Yellow Green Requirements

The average tool score is simply the averaging of tool scores that are aligned with each major task. A very insightful metric for each major task within a phase is the percent complete or percent task fulfillment. We believe this is where the real mechanics of cycle time are governed. If a marketing team is overloaded with projects or is not given enough time to use tools, it is almost certain that they will not be able to complete their critical tasks. Undercompleted tasks are usually a leading indicator that you are likely to slip a schedule. Too few tools are being used, and the ones that are being used are not being fully applied. So there is a double effectpoor tool use, leading to incomplete data sets, and tasks that simply are unfinished. The average tool score also tends to be low. This means that you make risky decisions on the wrong basis. It is fine to face high-risk situations in your projects, but not because you are too busy to do things right. Task incompletion is a major contributor to why you make mistakes and fail to grow on a sustainable basis. The following list is a suggested ranking scale to illustrate how you can assign a value from 1 to 10 to quantify the level of risk inherent in the percent of uncompleted tasks:

• 10: The task is complete in all required dimensions. A well-balanced set of tools has been fully applied to 100% completion.

• 9 and 8: The task is approximately 80 to 90% complete. Some minor elements of the task are not fully done. A well-balanced set of tools has been used, but some minor steps have been omitted.

• 7 through 4: The task is incomplete, somewhere in the range of 40 to 70%. Moderate to major elements of the task are not done. Tool selection and usage have been moderate to minimal. Selected tools are not being fully used. Significant steps are being skipped.

• 3 through 1: The task is incomplete, somewhere in the range of 10 to 30%. A few tools have been selected and used. Their steps have been heavily truncated. Major steps are missing.

The column comparing the task results versus gate deliverable requirements identifies how well the work satisfies project requirements. If you complete 100% of the critical tasks and use a balanced set of enabling tools to underwrite the integrity of your deliverables, you are doing your best to control risk. You can produce outstanding deliverables, full of integrity and clarity, that fail to meet the requirements for the project and its business case. You have great data that tells you that you cannot meet your goals. This is how a gatekeeping team can kill a project with confidence. Not many companies kill projects very often, and even fewer do it with tool-task-deliverable confidence.

You must consider two views when managing risk and making gate decisions:

• Fulfilled gate requirements, indicated by a positive "green light" to continue investing in the project.

• Unfulfilled gate requirements, represented by a cautioning "yellow light" or a negative "red light" that signals a redirecting of the project or an outright discontinuance of the project.

A color-coded scheme of classifying risk can be defined as follows:

• Green: 100% of the major deliverables are properly documented and satisfy the gate requirements. A few minor deliverables may be lagging in performance, but they present no substantive risk to the project's success on three accounts: time, cost, and quality.

• Yellow: A very few major deliverables are incomplete or falling short of fulfilling their requirements. A corrective action plan is documented , and there is a very high probability that the problems can be overcome in a reasonable and predictable amount of time.

• Red: One or more major deliverables are unfinished or fail to meet requirements, and no corrective action plan exists to close this gap. The project is to be killed, redirected, or postponed until a specific set of corrective actions is defined and a predictable path to project timing is in hand.

0 0

Post a comment