I am working to develop a "return to green" process for projects that have gone off course (i.e., for projects that have been assessed as yellow or red). We have defined a "non green project" as one that has technical, cost or schedule metrics over a certain threshold. Can anyone let me know if they have seen (or worked to) a similar process or point me to articles that could give me a head start. Saving Changes...
Senior Projects Manager | Field & Marten AssociatesNew Westminster, British Columbia, Canada
John
This seems to me like putting in place Key Performance Indicators and Metrics to measure against them. We do this on every project and I don't see how your process is any different as the purpose of the KPIs is to ensure projects remain on track to achieve their desired outputs.
RK
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1 reply by JOHN BURNS
Dec 19, 2022 3:12 PM
JOHN BURNS
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Yes, we are working on defining measures for different criteria such as technical, cost, schedule, suppliers, etc. Things such as # of objectives or milestones met for technical, CPI & SPI for cost and schedule. These measures would determine if the program is on track or not. The return to green process would kit in for project going off track.
Yes, I have seen this many times with almost the same name.
If you are yellow or red, there should be a clear definition of your GYR criteria. This may seem intuitive but I have seen many programs without clear stoplight definitions. The first step in solving a problem is defining the problem so be very clear what gap you need to fill.
Once you have defined the problem, there are many problem solving strategies and processes, each suited to different types of problems. A lot of them are derivatives of Deming's "Plan Do Study Act". These are problem solving models however. They are not processes.
If you want a repeatable process, you need a repeatable problem. If your problem could be cost, schedule, or technical, then one process to fix them all is a fantasy.
What you can do instead is create a framework of how to address different types of problems with standards for inputs, outputs, key stakeholders, and other significant business requirements.
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1 reply by JOHN BURNS
Dec 19, 2022 3:25 PM
JOHN BURNS
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I was thinking along the same lines. Different paths for different issues. A technical issue could need the addition of the right subject matter expert, a cost issue might need to identify opportunities to recover cost, etc. Non green programs might also require meeting with senior leadership to present get well plans where resources or staffing might be needed to get the project back on track.
I agree with Rami, KPI's and Earned Value indicators can give you a guide of the state of the project, to help maintain it on track. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
In my case we create a one page status report each week with indicators. The color for each indicator depends on the threshold value for each indicator. The intention is to anticipate instead of react. Saving Changes...
We used to call this an RTG (Return to Green) process at one of my previous employers.
Ideally, you'd want not just the typical scope/schedule/cost KPIs, but also those which re-assessed expected benefits, quality metrics, and stakeholder/team member satisfaction.
While the general process could be defined, the details will really depend on the specifics of how the project became troubled.
You could define a metric or process as green if you are within plus or minus n% of the forecasted value. You then define what makes a value "yellow" and "red". My preference is to assign "yellow" when the metric is outside of the green threshold but the project can recover without additional resources or time. I use "red" when the project cannot return to green without external help. Saving Changes...
This seems to me like putting in place Key Performance Indicators and Metrics to measure against them. We do this on every project and I don't see how your process is any different as the purpose of the KPIs is to ensure projects remain on track to achieve their desired outputs.
RK
Yes, we are working on defining measures for different criteria such as technical, cost, schedule, suppliers, etc. Things such as # of objectives or milestones met for technical, CPI & SPI for cost and schedule. These measures would determine if the program is on track or not. The return to green process would kit in for project going off track. Saving Changes...
Yes, I have seen this many times with almost the same name.
If you are yellow or red, there should be a clear definition of your GYR criteria. This may seem intuitive but I have seen many programs without clear stoplight definitions. The first step in solving a problem is defining the problem so be very clear what gap you need to fill.
Once you have defined the problem, there are many problem solving strategies and processes, each suited to different types of problems. A lot of them are derivatives of Deming's "Plan Do Study Act". These are problem solving models however. They are not processes.
If you want a repeatable process, you need a repeatable problem. If your problem could be cost, schedule, or technical, then one process to fix them all is a fantasy.
What you can do instead is create a framework of how to address different types of problems with standards for inputs, outputs, key stakeholders, and other significant business requirements.
I was thinking along the same lines. Different paths for different issues. A technical issue could need the addition of the right subject matter expert, a cost issue might need to identify opportunities to recover cost, etc. Non green programs might also require meeting with senior leadership to present get well plans where resources or staffing might be needed to get the project back on track. Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
I have seen RTG process focused on stakeholders:
- exchange project manager
- bring in red necks for either PM or SME gaps
- define acting sponsor (e.g. weekly reviews)
- provide additional funds
- shifting deadlines often is not a chosen option
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