SMART Management™
What goes wrong on
projects
Francis Hartman PhD FEIC MIMgt PEng
Teleconference
Calgary, April 2001
© Francis Hartman 2001
Agenda
Do we have a problem here?
What SMART Management  is
Why it works better
Some examples
© Francis Hartman 2001
Do we have a Problem?
Time to commute?
Buy me a car . . .
A typical family outing . . .
Getting a haircut . . .
The IDAHO test
© Francis Hartman 2001
Predictions . . .
2001
© Francis Hartman 2001
What is so different?
2
Technology
Complexity (merging, competing,
partnering…)
Uncertainty, harder to predict outcomes
Better Business relationships
Can we learn from this?
Needed Predictability
Better Results © Francis Hartman 2001
Why SMART PM?
Faster and Cheaper Projects
Higher end-customer satisfaction
Lower team Stress and turnover
Better quality and creativity
Easier to make mid-course corrections
Eliminate “wrong” Projects
Reduce rework and “churn”
© Francis Hartman 2001
The PM “Stuff”
CPM Power
Passion Power
Just-go-do-it - the Strategy disconnect
PM is technical and tactical - career
limiting, so not the best?
Lots of Detail - lose the big picture
Measure the wrong stuff!
© Francis Hartman 2001
Management made Wrong STUPID Cycle
Promise and
Lie
Team of
Superheroes
Punish the
innocent,
Reward the
Uninvolved
Blame
Confirm the Lie
Delivery and Lie
some more . . .
© Francis Hartman 2001
Management made RIGHT
- SMART Cycle
Project
Objectives
Learning
Completion
Project
Team
Project
Charter
Project
Delivery
© Francis Hartman 2001
Are we SMART today?
INSANITY
Optimism Comp’cy Panic Anger
Concept Dev’t Design Impl’n
Hate Disapp’t Optimism
Accept Operation Concept
© Francis Hartman 2001
SMART™ Program Charter...
S.B.S
3 Questions
3-D Schedule
Mission
KRAs
Decision
Process Process
Process
Deliverable Deliverable
Deliverable
Deliverable
Deliverable
Deliverable
P/L/O/T
P/L/O/T
Won,Done, Who
Decision
P/L/O/T
Process
P/L/O/T
(Stakeholders)
Deliverables
Exclusions
Needs Needs Needs
Carley Graph
or P.E.V.
t
$
RACI+ Chart
Project Details
O Deliverable
O Gantt Chart
O People/Roles
O Plus...
© Francis Hartman 2001
Deliverable
Needs
Priority
Triangle
$,t,Q
Risk Management
O Impact
O Probability
O Controllability
O Monte Carlo Simulation
O Register
O Mitigation Plan
O Contingency Mgt.
© Francis Hartman 2001
Priority Triangle
Time
Performance
X
Cost
© Francis Hartman 2001
Alignment with 3
Questions
 Who?
 Won?
 Done?
© Francis Hartman 2001
Putting it together. . .
Creativity
Trust
Fun
RiskOpen
Communication taking
Ownership
© Francis Hartman 2001
Tribalism
Icons
Icons are specific to a user
Summary of status of their span of control
Sensitivities set by user
Driven by business not by procedure
Currency maintained through time-outs
© Francis Hartman 2001
Preview: SMART Trust
Model - 1
Emotional
Unconscious
(Irrational)
Competence
Evidence based
(Stable)
© Francis Hartman 2001
Ethical
Experiential
(Volatile)
SMART Management
Matrix
GAS - HOT
LIQUID
- WARM
SOLID
- COLD
Intuitive Enterprise
Future
Social
Competence
WINNER
Societal
Cultural (Knowledge)
Business
Integrity
Process
Commerce (Procedure)
Political
Tools
Delivery
Technology (Tools)
Technical
Competence
* Inspired by and Adapted from Jennifer Krahn
**Developed with input from Elke Romahn
CONTACT: fhartman@mobile.rogers.com
Tel:(403)239-0207 Cel: (403)667-7338
Program
Master
(Lead)
Vs=f(R+Ef(S))
Today’s
CHANGE
Journeyman
Vs=f(R+E)
Project
Stable
OPS.
(Comply)
Apprentice
(Follow)
Vs=f(R)
R = Return;
E = Expected Return;
S = Shadow Expectation
 Francis Hartman
Holdings Ltd. 2001
Summary
Strategies are just large programs or
projects
Manage objectives in a business as
Deliverable Items
Use rolling wave budget and planning
approaches - so you can roll with the
punches
Be SMART and Keep it Simple...
© Francis Hartman 2001
Released in April 2000
PEOPLE SAY:
•A better way
•It is so simple
•I am using it already
PEOPLE KNOW:
•SMART Saved us over
$60 million on the first
project
•…expect over 25%
cost and time reduction
•Savings are only the
beginning…
Amazon.com
top 2%
since
publication
© Francis Hartman 2001
Any questions?
© Francis Hartman 2001
Who has used S.M.A.R.T. ?
Shell
Nortel
Amoco
Terradyne
Titan Electric
Agra Monenco
Mobil
Syncrude
PanCanadian
Banff Centre for Arts
Carewest
C.R.H.A.
Glenbow Museum
O.E.C.D.
SNC-Lavalin
Imperial Oil
Vanbots
Digital
R.S.I.
Nowsco
KPMG
Alliance Pipeline
Prairie Coal
Revay and Assoc.
Nova Chemicals
TransCanada Pipelines
C.D.C.
Infotech
Banff M’g’t Centre
. . . and numerous other companies and individuals
involved in the development of SMART Project Management™
© Francis Hartman 2001