Harry Puckering Limited 1 Managing Projects Harry Puckering.

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Presentation transcript:

Harry Puckering Limited 1 Managing Projects Harry Puckering

Harry Puckering Limited 2 By the end of this training you will be able to: define ‘project management’ list the essential features and stages of projects describe how to create and evaluate o SMART objectives o quality standards explain the personal skills you need to manage projects outline the business tools you will require list your stakeholders and explain why they are important describe how to plan the use of resources explain how to estimate expenditure and income … and more … What you will learn - 1

Harry Puckering Limited 3 By the end of this training you will also be able to: assess your preferred team role and the roles of your colleagues explain how to identify key stages anticipate and solve problems through brainstorming list your ‘time bandits’ and describe techniques to combat them describe how to monitor and report on the project explain the common problems with business communication What you will learn - 2

Harry Puckering Limited 4 In addition you will be able to: list some general rules for improving communication effectiveness describe how to brief and delegate effectively explain how to successfully give and receive feedback describe how to propose solutions upwards create an action plan to implement what you learn What you will learn - 3

Harry Puckering Limited 5 Manage Project Two groups define

Harry Puckering Limited 6 Plan Implement Review Three groups unpack

Harry Puckering Limited 7 S pecific M easurable A greed ( A ction-orientated, A dds value, A ggressive) R ealistic (Relevant, Reviewable) T ime-bound SMART objectives

Harry Puckering Limited 8  Read the scenarios  Select one  Write the overall objective(s) for the scenario you have chosen Group objectives exercise

Harry Puckering Limited 9 Adair’s action-centred leader Plan Initiate Communicate Control Evaluate Action-centred leaders or action-centred leadership?

Harry Puckering Limited 10 Stakeholders Define ‘stakeholder’ Who are your internal stakeholders? What do you need to do with them?

Harry Puckering Limited 11 Internal stakeholder brainstorming exercise Keep with your scenario groups Brainstorm the key stages of your chosen scenario

Harry Puckering Limited 12 External stakeholders Market research Desk Qualitative Quantitative

Harry Puckering Limited 13 Market research exercise Keep with your scenario groups Create a market research spec for your chosen scenario

Harry Puckering Limited 14 Time stealers List what causes you to lose or misuse time Total control Some control No control

Harry Puckering Limited 15 Time management tips Ways to influence other people’s bad time management Managing the telephone, including: o mobiles o voic (sending and receiving) Managing meetings Managing

Harry Puckering Limited 16 Time management tips Understand your work and energy cycles Chunk your time (group similar tasks) Build in breaks, meals and a sensible leaving time Make yourself predictable (work to a regular pattern) Share and agree your TM strategies with your stakeholders

Harry Puckering Limited 17 Belbin team roles Resource investigator Shaper Plant Co-ordinator Monitor Evaluator Implementer Completer Finisher Team worker Specialist Learner

Harry Puckering Limited 18 How do we monitor projects ? Progress reports (monthly? weekly?) Frequent short progress meetings (implementers only) Project group meetings o able to assign resources and budgets Steering group meetings (strategic)

Harry Puckering Limited 19 Gantt exercise List your options on a flip chart Outline your conclusions Discuss with the group

Harry Puckering Limited 20 Style, delegation and briefing exercise Work in groups Discuss and record then present the management styles of: o Kate Jackson o James Lewis o Senior Editors …paying close attention to delegation and briefing.

Harry Puckering Limited 21 Rules for good communication on projects Briefing and delegating Giving feedback Proposing solutions upwards

Harry Puckering Limited 22 Action plans What will you do? When will you do it? What obstacles do you foresee? How will you anticipate, avoid or eliminate them?