Skip the Project Charter? Look for a NEW job

Skip the Project Charter? Look for a NEW job
Russell Martin & Associates (317) @nolecture Use Spelling to start 1- 10, Experience, both RACE

Emotion-Based Survey Items
Describe the problems experienced on the project by entering on this line the emotion you felt: __________. Rank the intensity of that emotion (1 = low, 10 = high): _____. What factors contributed to your feelings about the problems? Describe the successes experienced on the project by entering on this line the emotion you felt: __________. What factors contributed to your feelings about the successes?

The Enthusiasm Lifecycle of a Project The Gartner Group and Bob Lewis, Bare Bones Project Management

Dare to Properly Manage Resources
Content What is Project Management? Define the WHY Plan the HOW Manage and ADAPT Review and LEARN Go over the Contents – The point of PM is to COMMUNICATE. Everything we do on a project should improve COMMUNICATION. If not, don’t do it. PM is not hard – it just takes DISCIPLINE. Dare to Properly Manage Resources

Bad News Early is Good News
Go over the Contents – The point of PM is to COMMUNICATE. Everything we do on a project should improve COMMUNICATION. If not, don’t do it. PM is not hard – it just takes DISCIPLINE. Bad News Early is Good News

Course Objectives Define the roles of the Project Manager, the Project Sponsor and all key roles in a project Document the Business Objective Create a Scope Diagram Document Project Objectives Document the Risks and Constraints Seek first to Collaborate Strategize Change and Communication Management Build a Project Charter Ask the students to use participant guide pages to read through these objectives and prioritize them by picking their favorite TOP 3.

What is Project Management?
Clearing the Head Trash What is Project Management? Project Roles Dare to Properly Manage Resources 11:00 AM This is the Table of Contents page after Tab Lesson 1. If you have extra time, consider asking people to define what project management IS and what it is NOT.

Projects Are Flash Mobs
What’s similar between the way you work and the way a flashmob is done. What is not similar (left/right sides or chat window)

Clearing the Head Trash
List up to 10 things on your to-do list (that you aren’t doing right now): 9

What is a project? Consider the following:
If you CANNOT finish it in less then four hours uninterrupted... If you need anyone else’s help… If it has been on your to-do list for more then one month… If you are unsure how to measure DONE…

The Secret Decoder Ring
TERM DEFINITION TASK (sometimes called ACTIVITY) A unit of work, has a beginning and end PROJECT A collection of tasks, has a beginning and end PROCESS A collection of tasks that repeat over and over (never end) with a dedicated staff

The (not so) Secret Society
TERM DEFINITION Website for the Project Management Institute PMBOK Best practices for project management PMP, CaPM, … Professional Project Management, certification program PDUs Earned to get/keep a PMP certification

What is a Project Manager?
Plans, Organizes and Manages the Project Project Team Members Perform project activities and produce project deliverables STEWARD The PM does not OWN the project – the business owns the project, represented by the Project Sponsor (more on this in a few pages). They are accountable for project deliverables, but sometimes people get freaked out as PMs and forget that they are not their project. The ROLE (versus the person) of PM is to Plan, Organize and Control the project. The PM is in three time states at the same time- looking back to learn from past experiences, in the now to deal with whatever is happening today, and looking forward to other possible challenges. The Project Team members ‘do’ the project – write the course, code the e-learning etc. Often, a person plays the role of both PM and a Team Member. Here I recommend that people hold time on their calendars to do project management to make sure that under stress they don’t neglect ‘watching’ the project. You may be able to look at the results of the first bridge building exercise to show how the lack of an assigned project manager influenced the success of the project. Do option exercise 1.3 here.

What is a Project Sponsor?
Represents the best interest of the organization that is funding the project Provides resources Makes critical business choices (governance) The PM does not OWN the project – the business owns the project, represented by the Project Sponsor (more on this in a few pages). They are accountable for project deliverables, but sometimes people get freaked out as PMs and forget that they are not their project. The ROLE (versus the person) of PM is to Plan, Organize and Control the project. The PM is in three time states at the same time- looking back to learn from past experiences, in the now to deal with whatever is happening today, and looking forward to other possible challenges. The Project Team members ‘do’ the project – write the course, code the e-learning etc. Often, a person plays the role of both PM and a Team Member. Here I recommend that people hold time on their calendars to do project management to make sure that under stress they don’t neglect ‘watching’ the project. You may be able to look at the results of the first bridge building exercise to show how the lack of an assigned project manager influenced the success of the project. Do option exercise 1.3 here.

You Try It Project Sponsor Project Manager
Provides status reports to stakeholders ____ ____ Assigns tasks to people ____ ____ Determines the business objectives ____ ____ Determines the project objectives ____ ____ Recommends what to do when money, ____ ____ time or quality are threatened Decides what to do when money, ____ ____ time or quality are threatened The PM does not OWN the project – the business owns the project, represented by the Project Sponsor (more on this in a few pages). They are accountable for project deliverables, but sometimes people get freaked out as PMs and forget that they are not their project. The ROLE (versus the person) of PM is to Plan, Organize and Control the project. The PM is in three time states at the same time- looking back to learn from past experiences, in the now to deal with whatever is happening today, and looking forward to other possible challenges. The Project Team members ‘do’ the project – write the course, code the e-learning etc. Often, a person plays the role of both PM and a Team Member. Here I recommend that people hold time on their calendars to do project management to make sure that under stress they don’t neglect ‘watching’ the project. You may be able to look at the results of the first bridge building exercise to show how the lack of an assigned project manager influenced the success of the project. Do option exercise 1.3 here.

The Dedicated Project Team
Gordon McKenzie Who’s In, Who’s Out The Sponsor Finance Experts (SMEs) the project The Project Manager Functional Leaders The Dedicated Project Team Customers Have the people identify who should be those roles on their projects. Small group discussion – figure out how to go to your sponsor to get the assignments you want. Need to assess if you need all these roles or not (to work with the areas that have those resources). Can’t eliminate a role just to make a short cut. Project leader / Technical leader tend to report in to the Project Manager QA – Quality Assurance Subject Matter Experts and Business Owner may be the same person Ask what other roles make sense on their projects?

When Does a Project End? When the product / deliverable is built?
When the pilot has been held and changes made? When everyone is using it? When no one asks for any changes?

Steps to Great Projects
Dare to Properly Manage Resources! Steps to Great Projects Define Plan Manage Review END START Set business objectives Establish project scope Set project objectives Mitigate risks Establish constraints Plan communications Establish governance plan Determine milestones Schedule task dependencies Adjust for resource dependencies Create budget Control work in progress Provide status and feedback Leverage governance Resolve conflict Close the project Turn over deliverables Hold project review Celebrate accomplishments initiate plan monitor close

Lessons Learned What are the three things you have learned in this lesson? Started here after lunch Day 1 – Koosh ball review here

Define Set Business Objectives Establish Project Scope
Set Project Objectives Mitigate Risks Establish Constraints Establish Governance Plan Communications, Governance and Transition 11:00 AM This is the Table of Contents page after Tab Lesson 1. If you have extra time, consider asking people to define what project management IS and what it is NOT.

Develop Business Objectives: The Greek Goddess of Business
by… The project will… Increase Revenue Avoid Cost IRACIS Improve Service IR – Increase Revenue, AC – Avoid Cost, IS – Improve Service (I call IRACIS the greek goddess of business) Business objectives clarify why this is a good investment for the enterprise. They may or may not be fully the responsibility of this project (for example, you may have a project to deliver leadership training, but the staff may not be held accountable for adopting new leadership behaviors). Ex: 2.1 Be sure the Business Objectives they write are not a ‘means to an end’. For example, “Implement Succession Planning” or “Implement a Learning Management System (LMS)” are not business objectives. Keep asking the question ‘WHY?’ until the answers reflects Increased Revenue, Avoided Cost, Improved Service, Regulatory or Competition. Also… Reaction to government regulation Reaction to competitive pressures

Who are my Stakeholders?
A person, role, organization, company or system who PROVIDES SOMETHING to the project or RECEIVES SOMETHING from the project INPUT to the project OUTPUT from the project

Define the Scope Diagram
Charities Sponsor: CEO Volunteer Day Project Catering Volunteers Food Budget Schedule Available Corporate Communications Employees Communication Plan Status Governance Budget Need Training

Define the Scope Diagram
Charities Sponsor: CEO Volunteer Day Project Catering Volunteers Food Budget Schedule Available Corporate Communications Employees Communication Plan Status Need Training Governance Needs

Establish Scope: Fine Tuning
Charities Sponsor: CEO Volunteer Day Project Catering Volunteers Food Budget Schedule Available Corporate Communications Employees Communication Plan Status Need Training Governance Needs Sponsor: CEO Status Budget Governance This is a visual way of explaining the scope of the project. The blue rounded rectangle in the middle specifies the project (‘A Miracle Occurs Here’ – no detail yet). The yellow boxes indicate the STAKEHOLDERS of the project – the providers and receivers of stuff from your project Go over this then ask what’s missing – they will come up with things to add for example: Where is the Project Sponsor? May not be on here – is the Budget Client also the Project Sponsor? Where is the Project Manager? ANSWER: In the Blue rounded rectangle – part of the project Who is installing the meeting software? Right now it looks like this project team is, NOT IT. Is that right? RULES: No two-headed arrows No data flows between two stakeholders (‘fence panels’). It’s out of scope. But if you want to show it because it communicates you can draw it with a dotted line. Data flows and stakeholders should be labeled with NOUNS. You do not have to have data flowing in AND out always from every Stakeholder, but it’s unusual if you do not. Have students build their own on flipchart paper, break into teams of 2 to walkthrough each others. Wander around and help them. Ask them to validate using business and project objectives. There is a template / worksheet on Ex 2.3 but they probably don’t have exactly 5 stakeholders, so it’s probably only good for a draft. Doesn’t matter what shapes or colors you use. Drawn by hand or with Post-Its improves communication. END OF DAY 1.

Establish Scope: No Secrets
Charities Sponsor: CEO Volunteer Day Project Catering Volunteers Food Budget Schedule Available Corporate Communications Employees Communication Plan Status Need Training Governance Needs This is a visual way of explaining the scope of the project. The blue rounded rectangle in the middle specifies the project (‘A Miracle Occurs Here’ – no detail yet). The yellow boxes indicate the STAKEHOLDERS of the project – the providers and receivers of stuff from your project Go over this then ask what’s missing – they will come up with things to add for example: Where is the Project Sponsor? May not be on here – is the Budget Client also the Project Sponsor? Where is the Project Manager? ANSWER: In the Blue rounded rectangle – part of the project Who is installing the meeting software? Right now it looks like this project team is, NOT IT. Is that right? RULES: No two-headed arrows No data flows between two stakeholders (‘fence panels’). It’s out of scope. But if you want to show it because it communicates you can draw it with a dotted line. Data flows and stakeholders should be labeled with NOUNS. You do not have to have data flowing in AND out always from every Stakeholder, but it’s unusual if you do not. Have students build their own on flipchart paper, break into teams of 2 to walkthrough each others. Wander around and help them. Ask them to validate using business and project objectives. There is a template / worksheet on Ex 2.3 but they probably don’t have exactly 5 stakeholders, so it’s probably only good for a draft. Doesn’t matter what shapes or colors you use. Drawn by hand or with Post-Its improves communication. END OF DAY 1.

Develop Project Objectives
Criteria that will be: Concrete and specific Measurable Achievable and realistic Time-bound Refers to project deliverables How will DONE be measured? System Objectives Product/Service Objectives Cost / Revenue Related Objectives Learning / Performance Related Objectives Project objectives clarify how the project success will be measured at the end. Which project objective is not good? Why? (the last one – not measurable) Project Objectives will be: System objectives if it’s an IT project Learning objectives if it’s a learning project (the ABC works best in this case) Optional exercise 2.2

Risks and Constraints Risk - something that would negatively impact the business that MIGHT happen Examples: Sponsor changes, budget cut What do you do? PREVENT REACT Constraint - a challenge that WILL happen Examples: fixed budget, fixed date, limited resources What do you do? Accept it, work within the limits

Document Risks Risk = Management Overall Project Risk
Average: Size - How “big” is this project or how long will it take relative to others you have done? Rated 1(small) - 10(large) Structure - How stable are the requirements? Rated 1(fixed) - 10(undefined) Technology - How understood is the technology and procedures? Rated 1(old) - 10(new) Ask them to fill in Exercise 2.4 Review this page and re-emphasize that the Risk drives how much time you need to hold for Project Management. Remind the learners that the numbers they pick should be relative to their OWN experiences, and the experiences of their team. TECHNOLOGY means both ‘wires’ and processes / procedures / methodologies These three numbers will be averaged: 1 – 3 can be treated somewhat informally 4 – 6 spend a little more time on formal PM documentation and communication 7 – 8 formal, disciplined communication and PM (special care on risk contingency) 9 – 10 try to break down into smaller projects; very difficult to be successful

So What? 1 – 3 Wing this project 4 – 6 Do a quick project charter, high level project plan 7 – 8 Block regular project management time 9 – 10 Block frequent time, clear your schedule and plan NOW to cut the scope > 5 Mitigate the Risk

Risk Mitigation: Detailed
Document Risks Risk Mitigation: Detailed RISK FACTOR LIKELIHOOD IMPACT PREVENT BY REACT BY There are not enough volunteers Medium High Increased communication ahead of time Ask volunteers to ask friends Type of charity work is not realistic for our volunteers Visit charity early to clarify scope of work Negotiate scope of work Do this for projects > risk of 5 (from last page) The learners can use Exercise 2.5 to fill in for their projects. I usually tend to ‘ignore’ likelihood, because, unless you have historical data, you generally don’t really know what the likelihood is and it can lull you into thinking you don’t have to pay attention. Instead, I prioritize by IMPACT. Use Exercise 2.5 for them to try for their project – have each person share their biggest risk

Document Constraints The Online Learning Conference project
CONSTRAINTS are the restrictions on your project that will occur. Can’t change much Can’t change Negotiate TIME COST QUALITY/ SCOPE X Published day, can’t be moved Not an unlimited budget Could do a smaller event Optional Ex. 2.6

Establish Communications Plan
Charities Sponsor: CEO Volunteer Day Project Catering Volunteers Food Budget Schedule Available Corporate Communication Employees Communication Plan Status Need Training Governance Needs Who will you communicate with? Who will receive regular status updates? What change message do you want to provide proactively?

Establish Governance Plan
Who determines DONE? Who can change time, budget, scope or quality? Why is it SO HARD to end a project? Why do people keep changing things even when they wouldn’t go to the initial meetings? These would be names of people and contact info No one told them they couldn’t.

Establish Transition Plan
Charities Sponsor: CEO Volunteer Day Project Catering Volunteers Food Budget Schedule Available Corporate Communication Employees Communication Plan Status Need Training Governance Needs The Definition of DONE drives Scope: Who will you pass the final project to for maintenance? How will ‘END’ be measured? Does your Scope Diagram model tell this story?

Time to create: < 45 minutes
It’s a DRAFT As the project progresses and new data emerges through collaboration then we will change the plan … Changes to the plan are never “failures”, just emerging realities. Predicting the future is not possible. Those who created the plan did not fail when things change - they created what they could with what they knew. Bad News Early is Good News. The context aligns ‘tacking’ to the appropriate solution. Ask them to finish the Project Charter as if they were REALLY doing this project MISSION before the next session. Project Charter Time to create: < 45 minutes

Lessons Learned What are the three things you have learned in this lesson? 1. 2. 3. Here I mindmapped everyone’s lessons learned.

Seek First to Collaborate
39% of surveyed employees believe that people in their own organization don’t collaborate enough. About 75% of employers rate team work and collaboration as “very important”, yet only 18% of employees get communication evaluations at their performance reviews. 86% of employees and executives site lack of collaboration or ineffective communication for workplace failures. Less than half of survey respondents said that their organizations discuss issues truthfully and effectively.

Simple Status Reports Already done by charity Task Project Manager
Task Owner Due Comments Complete Finalize charity Tai Lou 3/25/16 results Review with Sponsor 4/1/16 Needs approvals Establish messaging needed Jo 4/8/16 Contact United Way Maria 4/15/16 Invite employees Finalize Caterer Brittney 4/12/16 Use this at the beginning of MANAGE – cut and paste it from Excel into the body and send it to all stakeholders each week (or more if the risk dictates). Red means the task is late, strikethrough means the task will not be done, X means complete. Optional ex. 4.1

The Higher the Risk… What is your intuition about this picture? What bothers you about what you see? As you look at this picture, notice how you see more the longer you look at it. You have more questions. Same with PM – give yourself that ‘thinking’ time. The higher the risk, the more time you need to think about your project quietly.

The Five Deadly Sins of Project Management
Seek first to blame. I’m busy, I must be making progress. We can do that. That will just take a minute. All projects are the same. Do Quick N Dirty Prisoner’s Dilemma at each table (put cards under plates)

The Five Heavenly Atonements of PM
Seek first to collaborate. I’m busy on the things that are creating ROI. We can do that for a price. That will just take a bit for me to figure out the impact. I’ll get back to you tomorrow. All projects are the unique.

Next Steps… Need more help for yourself or others?
Create your Project Plan (1 Task, 1 Date, 1 Name) Use your Project Scope Diagram to audit the tasks Continue to communicate (status reports) Engage the Transition resource early Share the Project Charter with others (tell them about us please) Need more help for yourself or others? Check out our TMN Learning Online PM program in the fall 11/1 Check out our ATD Project Management Certificate programs (online and Face to Face) Professionals-Certificate Check out Lou Russell’s recorded and future webinars in TMN (Halloween PARTY!!) Bring us in!

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