Managing Projects and People

Summary Define the scope Plan the goals, milestones and deliverables Determine each person’s realm Assign work Monitor progress Structure meetings Communicate with client

Projects A project is defined is a collaborative enterprise, involving research or design, that is carefully planned to achieve a particular aim

Projects A project is defined is a collaborative enterprise, involving research or design, that is carefully planned to achieve a particular aim

Meetings Quarterly Planning Monthly Strategic Weekly Tactical Daily Check-In Client Update

Meetings Structured Rules Encourage Conflict

Meetings Quarterly Planning – Scope – Vision – Goals – Projects – People Come Prepared

Main Roles Visionary CEO Integrator (President) RevenueOperationsFinance

Pick a team leader Role: – Document vision (aim) – Document milestones (plan) – Monitor & report progress (collaboration) – Communicates with client – Conduct meetings Step One – Integrator/Leader

Step One – Team Assignments Team assignments/buy-in – Realm – Responsibilities Do they: – Understand it? – Want it? – Have the capacity to do it? Intelligence, skills, time, etc. Quarterly Planning

Exercise 1 – 10 minutes Pick a team leader Assign team members – Document vision Team Individual

Step Two - Scope SCOPE RESOURCES SCHEDULE FEATURES

Step Two – Scope THEMES

Step Three – Goals & Milestones Treat Goals as puzzle pieces Milestones are steps towards the goal, may not be owned by goal owner S- Specific M- Measurable A- Assignable R- Realistic T – Time-based Quarterly Planning

Step Three – Goals & Milestones CORPORATE Revenue, Cash, Sales Calls, Surveys Completed, Interviews, Pages Written

Step Three – Goals & Milestones DEPARTMENTAL

Step Three – Goals & Milestones DEPARTMENTAL

Step Three – Goals & Milestones DEPARTMENTAL

Exercise 3 – 20 minutes Define goals for each person Define milestones Set end date for all

Each person gets a color Goals on big notes Milestones on small notes Stick to giant wall calendar- three months out Step Five – Post It Quarterly Planning

Post it Exercise 4 – 5 minutes Quarterly Planning

Step Six – Do It Meetings – Be provocative, set up drama, intrigue and urgency – Encourage conflict, push for it – Provide encouragement and permission

Step Six – Do It Daily Check-In – Every day if possible, standing, 5 minutes – Check in for remote employees Update – Daily activities – Assistance needed No discussion or problem solving (hard for guys)

Step Six – Do It

Exercise 6 – 5 minutes Do a check in meeting

Step Six – Do It Weekly Tactical hours – Lightning round with top priorities No detail – Progress review- key metrics, progress – Real-time agenda Choose discussion items based on progress review Pick most important topics Set-up 15 min, discussion 1 hour – 1.25 hours

Exercise 7 – 10 minutes Do a tactical meeting agenda

Step Six – Do It Strategic Meetings – Operating companies- monthly or ad hoc – Consulting- more frequent/with client 1-2 hours Agenda set in advance Discuss progress and critical strategic issues

Client Management No surprises Regular communication “Fix it” face-to-face Status reports: – What you are working on – What has been completed – Strategic agenda – Information/approvals needed

Exercise 8 – 10 minutes* Create a status report

Quarterly Review Review each goal with employee – Responsibility – Agreed-Upon Criteria – On Time – On Budget Realign with organization Tie to bonus program (if possible) Recognize for exceptional service

Quarterly Review

Summary Define the scope Plan the goals, milestones and deliverables Determine each person’s realm Assign work Monitor progress Structure meetings Communicate with client

Mike Moyer