1. Starting a Project in the Red Presentation for Sacramento Valley Chapter PMI - PMO Forum By Corinna M. Martinez

2. Some of my experience with red projects Starting a new Federal program that was overdue at State level Revising the Federal program for new administration with no new budget Two projects in a death grip – over time with looming mandated implementation date Creating a PMO for Program side versus IT – PM last one on board to help with effort Restarting a stopped project that was also overdue and required oversight reporting Working a change request with an unrealistic start date for IT implementation

3. Why Red Projects are not all bad… Pain threshold may cause a break in the stranglehold/log jam holding up the effort They point out cracks in the infrastructure/processes in place which can lead to improvement Best resources may be available if a red project is high on the executive suite radar Money may be thrown at the project including your way Fame and bragging rights are always better when you win versus lose on a project but you get both regardless

4. Outline Due Diligence Project Assessment The Art of Stakeholder Assessment Lessons Learned that Matter Being a more effective PM Key processes for continued project success Discussion/Q&A

5. Due Diligence Project Assessment Meet with Executive Stakeholder/Employer Research all docs (internal and external) about the project Review outside assessments of project Review/Update your project assessment checklist Meet with Executive Stakeholder

6. The Art of Stakeholder Assessment Up front identification and research Finding interests and hot buttons Getting in and getting down to brass tacks Leveraging your stakeholders to move a project from red into the green

7. Lessons Learned that Matter Talk to prior Project Managers as well as past and current team members Talk to your mentor/select group of knowledgeable PMs with similar project experience Research similar projects in different geographically areas

8. Being a more effective PM

9. Efficiency Dos and Don’ts Do make good use of time Do not multi-task Do focus on most important task Do not be a hero Do enlist assistance and delegate Do not do all communications via email Do listen to both the spoken and unspoken messages Do not leave a team member without resources Do mentor and train team members as time allows

10. Exercise: You are stranded in a desert…  Which PMBOK management areas and processes matter when trying to survive versus are nice to have?

11. Summary of Processes

12. Next Steps… Please share:  What you learned from today’s presentation  What you would like to hear more about from today’s presentation Action list to include:  Areas you wish to improve on your projects today  Areas of your own efficiency for improvement

13. Starting a Project in the Red? Contact me… Corinna Martinez (916) 504-8018 or 323-7732 Connect via LinkedIn and email me