Revenue-Based Project Management Revenue-Based Project Management

Course Objectives  Six Step Methodology – Standard Common Sense  Common language / Common culture  Key questions and answers  Balance Demands and Resources Time, Budget, Cost, Quality, …Time, Budget, Cost, Quality, …  Learning by doing, by mistakes, … Looser, thinker, makerLooser, thinker, maker

Team Formation / Introduction  Team development performing, norming, storming, formingperforming, norming, storming, forming  Introduction NameName Job (to study)Job (to study) Issues / Problems by doing the JobIssues / Problems by doing the Job Business / Personal Objectives and GoalsBusiness / Personal Objectives and Goals

Team Introduction  Self introduction to the Team members  Project Team Name  Project Team Logo  Project Team Budget / Cost / Quality way  Vision and Mission Statement  Project Leader / Spokesperson

Project Leadership / Management  List 6 characteristics of a high performing project team  List 6 characteristics of a low performing project team  List 6 characteristics of the best project leader  List 6 characteristics of the worst project leader

Project Leadership / Management  List 6 characteristics of Customers the project leader should anticipate  List 6 actions the project leader should take before assembling a team  List 6 ongoing duties of the project leader  List 6 characteristics of an effective project leader

Project Leadership / Management  Characteristics of effective Project Leaders Ensure goals are understood Ensure goals are understood Manages meetings Manages meetings Provides a common focus and language Provides a common focus and language Create structure in ambiguous situations Create structure in ambiguous situations Gives performance feedback Gives performance feedback Coaches and encourages growth Coaches and encourages growth Instills trust Instills trust Lives the example Lives the example

Create synergy through  Rational and functional problem solving Define the Problem Define the Problem Determine the Root Cause Determine the Root Cause Identify Solutions (at least 3) Identify Solutions (at least 3) Select the best solution (not the first) Select the best solution (not the first) Implement / Realize Implement / Realize Follow up / Controlling Follow up / Controlling

Create synergy through  Human resource management and leadership Open communications Open communications Open and constructive voicing Open and constructive voicing Clear goals and objectives Clear goals and objectives Performance feedback Performance feedback Recognition for contribution (different forms) Recognition for contribution (different forms) Encouragement for growth / thinking out of the box Encouragement for growth / thinking out of the box

Create synergy through  Leading and managing through your heart and head Aligning project needs and individuals goals Aligning project needs and individuals goals Applying facts not just emotions Applying facts not just emotions Demonstrate you care abut the work and the people Demonstrate you care abut the work and the people Demonstrate leadership through openness Demonstrate leadership through openness Demonstrate leadership through roughness Demonstrate leadership through roughness Demonstrate leadership through kindness Demonstrate leadership through kindness Demonstrate leadership through loving Demonstrate leadership through loving

Creating a common language  Activity A basic measurable unit of work in a project that has an expected duration, resource, cost and quality requirement.  Task An action step or subset of an activity  Duration  Duration Elapsed time required to complete an task and/or activity  Labor hours  Labor hours The amount of human effort required to perform an activity.  Successor  Successor An activity that is dependent on receiving inputs from a previous linked activity known as the predecessor  Predecessor  Predecessor An activity that mustbe completed before another activity can start or finish.

Creating a common language  Critical Activity An activity with no slack  Critical Path A series of dependent activities with no slack.  Milestone End date of a key activity or agreed upon review date.  Network Diagram Project logic chart, showing dependency relationships.  Early/late Start  Early/late Start Earliest/latest possible start date.  Early/late Finish  Early/late Finish Earliest/latest possible end date.  Planned start/finish Da  Planned start/finish Date plan calls for activity to start or finish.

Creating a common language  Actual start/finish Da  Actual start/finish Date activity actually started or finished.  Slack / float Amount activity can slip without changing latest end date  Slack / float Amount activity can slip without changing latest end date.  Lag Time between the end of one activity and beginning of another.  Timeline chart A calendarized bar chart showing each activity and its start/finish dates.  Work Breakdown Structure  Work Breakdown Structure An easy-to-read chart that shows the decomposition of a big project into its component parts and then into activities.  Statement of Work A brief description of an activity that defines its outcome and should include the estimated cost and time to perform the given activity.

Project Life Cycle

Project Management Triangel Project- Planning Time how long? Cost how munch? Quality how well?

Six Step Project Methodology  Analyze (SWOT)  Organize (Planning)  Resource (Organization)  Implement (Realize)  Follow up (Control)  Close out (Finish)

Six Step Project Methodology - Analyze  Customer  Business / Service Reasons  End product or service  Key deliverables / Key answers  Close out Date  Budget / Cost / Revenue  SWOT

Six Step Project Methodology - Analyze  Who are we doing this for?  Why we are doing this?  What must we deliver?  Is there additional information available?  When is it due? How firm is this date?  What are the capital resource requirements?  What authority do I have? Want?  What is the anticipated ROI?  What is the anticipated amortization time?

Six Step Project Methodology - Organize  Planning  Strategies  Basis plan  Network Plan / Diagram (NP)  Time schedule  Timeline chart / Gantt chart

Six Step Project Methodology – Organize  Determining what has to be done to get to the goal / objectives.  Work out breakdown structure.  List all the activities and tasks required to complete the project  Brainstorming  Determine order to perform activities and tasks – critical path – determine dependencies  Create a Network Plan / Diagram (Net)  Estimate duration / budget / cost / time

Six Step Project Methodology – Organize  Timing / Scheduling  Activity / task deliverables  The start and end date  The task duration  Key dates within the activity / task  Milestones  List the actions / steps / work to complete the activity or task

Six Step Project Methodology – Organize  Timeline Chart / Gantt Chart / Milestone Chart  List by path  Start with critical path  Followed by any non critical path, show early and late starts and ends  List a activity or task only once (When activity or task is only one time necessary?)  Show skills / know how by activity or task  Identify by name or team responsible person by activity or task

Six Step Project Methodology - Resource  Organization / people / human capital  Equipment  Location  Materials  Infrastructure  etc.

Six Step Project Methodology – Resources  Staffing / human capital  Which tasks will I do? (Organize)  What other skills are needed to support this project?  How will I involve others to ensure buy in and support?  What information will I need from them?  What information will they need from me?  What kind of help / tools / … need they?  How will the team improve with the duration of the project?

Six Step Project Methodology – Resources  Responsibility Matrix Who?Task?Dates? Start / End Responsibility Planned Time Used Time

Six Step Project Methodology – Resources  Equipment and Materials  What equipment and materials will be requiered?  What are the lead / delivery times associated with theses requirements?  Does the lead / delivery time impact the time planning / scheduling?  Who is the best supplier?  Can activity or task be out sourced? Time?

Six Step Project Methodology - Implement  Realize strategies  Performance measurements  Human capital / Resources  Material / Equipment Resources  Threat / Risk management  Communications  One way / Dialogue

Six Step Project Methodology – Implement  Performance management questions  What obstacles are likely to occur?  Where do they occur?  How can obstacles be eliminated, avoided or managed?  How will be Quality measured?  Who and how will activity and task completion be reported?  How will be activity / task / project progress monitored?

Six Step Project Methodology – Implement  Communication / Dialogue  Who needs to be kept informed?  How often?  By what means?  All of the information?  How often should the team meet / come together?  Electronical meetings?  Who develops the agenda?

Six Step Project Methodology – Follow up  Controlling  Begins at the first step  Quality measurements  Cost measurements  Motivation (Motive in action)  etc.

Six Step Project Methodology – Follow up  Management status report  Current projected end date  % project complete  % budget spent  Overtime hours to date  Activity / Tasks completed  Focus for nect activity / tasks / period

Six Step Project Methodology – Close out  Finishing  Close out first when work is complete done  Delivery of end product(s) or service(s)  Recognition of contributions  motivate  Documentation close out  Lesson learned / Turnover

Influence  The ability to impact the action or behavior of others ask yourself following questions:  What do you know about them?  What do they know about you?  What do they know about your problems / issues?  Ask yourself, who can say yes, how says no?

Influence  Letting others have your way approach them:  Present from their point of view  Ask for what you want  Be numerical and specific  Be direct and clear in your statements  Do not play games with them  Best timing from the project / their point of view  As early as possible

Influence  Behaviors that impact others and your self in a positive or negative way:  Assertiveness  Reasoning  Information sharing  Collaborating  Bargaining  Friendliness  What worked?  What didn’t work?

Organizational terms and definitions  Customer The one who needs the work done and often pays the bills for your project. They can be from the inside and/or outside of your firm typically from the outside.  Stakeholder Other parties who will be affected by the duration, budget, cost, impact, quality and time of your project. The stakeholders could be the sponsor, customer, organization team, team member, …  Sponsor The one that funds the project from the inside.  Functional manager Individuals who own and control the team members assigned to your project and to others.  Project manager / leader  Project manager / leader Individual responsible for the project.  Matrix organization An organizational structure in which the project manager / leader is responsible for the project and has the budget rights and the functional manager own the human resource that will have to be assigned to the project. Project members usually report simultaneously to the project and functional manager.

Organizational terms and definitions  Project team A group of individuals assigned working for a project reporting one project leader.  Sub-Contractor Individuals or a business that will do certain activities on your project for you or will assign contract employees to work temporarily for the team.  Vendor Usually a separate firm that provides equipment, materials or supplies which your firm or the project needs.  Resources Assets that the project needs: People (human resource), Equipment, Materials, Budget, Supplies, …