Project Management Training Concepts—Q&A John Aaron April 12, 2007 © 2007 Milestone Planning & Research All Rights Reserved

2 About Your Presenter Worked in: Electronics Manufacturing Marketing Academia Consulting Contract Project Management (primarily IT and ERP) Project Management Training and Education Software Tool (SKAT) Trained an estimated 2500 project managers and executives Own Business since

Key Project Management Training Questions Key Project Management Training Questions What does success mean? Who gets trained? What is the content How should people be trained? Other? Presentation is from an “ought to” standpoint.

4 What Does Success Mean?

5 Possible Success Definitions? Learning Becoming Certified Better Project Performance

6 Types of Performance Improvements Quantitative Anecdotal “Things are better on project x” “Management is happier.” “The team made its due date.” “Project Management is no longer an issue.”

7 The Who

● ●●● ●● ● ●● ● ●● ● ●●● The Who: Those Who Perform Project Management Project Sponsor/Senior Manager(s) Team Leads Project Managers Functional Team

m/d/y Learning Together Simultaneously is Helpful Because Most Organizations Are Multi-Project Environments I PE C I PE C I PE C I PE C I PE C Resources for Operations Proj ABC Proj DEF Proj GHI Proj JKL Proj MNO

10 The What and The How

11 A Standard for the Delivery of Instruction and Training to Knowledge Workers: The OJEI SM Method A Modern Day Apprenticeship Approach to Improving Knowledge Transfer, Productivity and Outcomes Assessment John M. Aaron OJE I SM is a patent pending business method

12 The Standard Contains Instructional Criteria that Trigger Apprenticeship Components for Courses, Workshops or Programs

13 ClassroomOn the Job

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Integration Management PMBOK Management Elements and Tools Communications Human Resources Scope Time (Schedule) Cost Quality Risk Procurement Key Executive Sponsorship Principles Project Management Program Management Portfolio Management Detail Quality Gates The Cybernetic Process Freedom Within Structure Managing By Fact Communicating The Vision The MatrixLeading Under Adversity OPM 3 Our Framework

17 “We've Zero, of course. He's the central brain, the world's brain. He's liquid, you see. His waters touch all knowledge. Everything we ask has become so complicated now. He flows out into all our storage systems. He considers everything. He's become so ambiguous now, as if he knows nothing at all”. We Don’t Need Project Management To Become Overly Academic Consider this line from the original version of the movie Rollerball

18 Let’s Review My Course Outline for Classroom Instruction

Initiating Planning Executing, Monitoring, Controlling Closing m/d/y Resources Budget Activities (Scope) RISK Quality Schedule Detailed Product Requirements Detailed Project Plan Recalibrate Expectations Commitments made subject to understanding of scope and risks Change control in place Product is stable Steady state operations Value attainment steps underway Lessons learned Redeploy resources or prepare for next release DesignBuildTestDeploy Interim DeliverablesProduct Release Business Case Charter Approvals First Cut Expectations Ready for planning Scope Statement Refers to major milestone Progressive Detailing of Plan Life Cycle Components of a Technology-Based Project “Phase Deliverables” and States of Readiness Become the Part of the Instructional Strategy

PMBOK Project Planning Framework In class exercises on each as applied to real projects

Project Plan Including Scope Statement Time now $ Plan Forecast Actual Managing Expectations Change Control Process Recovery or Re-plan Req #1 Req #2 D B T D Req #K ● # Requirements Designed Time Issue Log Escalation Process Status Reporting

Project Plan Including Scope Statement Time nowVariance $ Time now Plan Forecast Actual Managing Expectations Change Control Process Recovery or Re-plan Req #1 Req #2 D B T D Req #K ● # Requirements Designed Time Issue Log Escalation Process Status Reporting

23 Adding Actual Project Examples to Give Insight as to How to Deal With Complexity….

24 More On The How

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29 Deliverable explained Demonstration or Illustration provided Knowledge of Application tested Practiced on limited scale Corrective feedback provided Deliverable(s) in-progress Deliverable(s) & experience validated Classroom Instruction or On-Line Instruction 4 Start Performance & achievement meet Expectations Performance & achievement surpass expectations ObserveImitate &PracticeAchieveExcel Psychomotor Performance Scale On-the-Job Instruction ReceivingInternalization Affective Performance Scale RespondingAdaptingAdopting

30 Certifying Your Program and Your Vendors

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33 Questions? Contacting John Aaron: Cell (business website and white papers) (blog site and downloads)