1. Project Management and Risk Workshop
Supannika Koolmanojwong
CS577

2. ARB Schedule Print out a copy of your presentation for your client
Put your slides on team website
Otherwise, -2 points
See ARB expectations in EC32
Tuesday 11/28/2017
Wednesday 11/29/2017
Friday 12/1/2017
12:30 - 1:50
T05 – Smart Lock
SAL 322
2:00 - 3:20
T02 – COSMIC
OHE 122
4:00 – 5:20
T04 – POPULIC
HNB 15
3:30 - 4:50
T06 – DHP
T03 – Swim
SAL 213
5:30 - 6:50
T07 – Scriptonomics
5:00 - 6:20
7:00 – 8:20
T01 – SQ
Monday Nov 30,
3:30 - Team 2
5pm - Team 1
Tues Dec 1
12:30 - Team 5
3:30 - Team 3
Fri Dec 4
12:30 - Team 7
2pm - Team 4
3:30pm - Team 6

3. Outline
Stages of Team Development
Project Management 101
Workshop

4. Team Lead Manager Supervisor Scrum Master Director Product Manager
Program Manager
Director
Project Manager
Manager
Product Manager
Team Lead
Supervisor
Scrum Master

5. Manager’s responsibilities
Staff Development !!!!
Motivate, communicate, challenge, support
Listen and monitor
Mentor, hire, solve problem
Encourage team members to positive path
Recognize your team members’ effort
Evaluate and provide feedback
Bridge between levels
Build rapport, team building
90% of the time - communication

6. Project Manager’s responsibilities
Risk management
Scoping and estimation
Planning and scheduling
Dealing with delays
Staffing, directing, teamwork

7. Agile Team Building Techniques
Talk more
Pecha Kucha – 20 slides *20 seconds
Ignite – 20 slides *15 seconds
Lightning Talk - 5 to 10 minutes

9. FORMING Establish ground rules Getting to know your teammates
“Introvert vs extrovert”
“Impactful, Appropriate, Objective, Friendly”
Assumptions Are the Termites Of Relationships
Awareness builds choices
Set Team Operating Agreement (TOA)

10. https://anupturnedsoul. wordpress

11. High-Performing Teams
Synergy
= 10 (positive synergy)
= 2 (negative synergy)
Characteristics of High-performing Teams
Share a sense of common purpose
Make effective use of individual talents and expertise
Have balanced and shared roles
Maintain a problem solving focus
Accept differences of opinion and expression
Encourage risk taking and creativity
Sets high personal performance standards
Identify with the team
Erik Larson, Clifford Gray, Project Management: The managerial process, 5th edition, McGraw Hill 2011

12. Conditions Favoring Development of High Performance Project Teams
Ten or fewer team members
Voluntary team membership
Continuous service on the team
Full-time assignment to the team
An organization culture of cooperation and trust
Members report only to the project manager
All relevant functional areas are represented on the team
The project has a compelling objective
Members are in speaking distance of each other
Erik Larson, Clifford Gray, Project Management: The managerial process, 5th edition, McGraw Hill 2011

13. Building High-Performance Project Teams
Recruiting Project Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
Who to recruit?
Problem-solving ability
Availability
Technological expertise
Credibility
Political connections
Ambition, initiative, and energy
Erik Larson, Clifford Gray, Project Management: The managerial process, 5th edition, McGraw Hill 2011

14. Managing Project Reward Systems
Group Rewards
Who gets what as an individual reward?
How to make the reward have lasting significance?
How to recognize individual performance?
Letters of commendation
Public recognition for outstanding work
Desirable job assignments
Increased personal flexibility
Erik Larson, Clifford Gray, Project Management: The managerial process, 5th edition, McGraw Hill 2011

15. STORMING How does your team handle storming?
What makes storming comfortable or uncomfortable for you?
What are terms/phrases you should not say while in the storming process?
What can you do personally to support a healthy storming session?
Ref: Jennifer Thompson Silverstrand Group

16. Techniques during storming
Make sure you have a facilitator
Give everyone a chance to talk
Silent generation : for introverts
When you disagree with someone
Practice self-preservation
Pick your battles : think big, find your common interests, goals
Do not point finger, Do not make it personal
Instead of “that’s a stupid idea”, try
I don’t disagree, here’s why
You may be right
Can you tell me more why do you think that way?
Give me some examples
What’s your real concern here?
I’m concerned because
Take 3 deep breaths

17. NORMING Resolve the differences Develop solutions Gallery walk
What would be the biggest push back here?
Risk, opportunity, failure?
Four scenarios
Classic
What-if
Risky
Reverse Brainstorming

18. PERFORMING Goals, process, strategy Assessment Inspect and adapt
Continuous Improvement

19. Project Planning Process Guidelines Software development plan
Software test plan
Verification plan
Quality assurance plan
Configuration management plan
Maintenance plan
Whiteboard
Kanban

20. Software Development Plan
Ref: SMC Standard SMC-S SOFTWARE DEVELOPMENT FOR SPACE SYSTEMS

21. Work Breakdown Structure

22. Work Breakdown Structure

23. WBS

24. Critical Paths

25. Tools Basecamp Jira VersionOne Rally ProjectLibre LibrePlan
OpenProject
Redmine
TuLeap
FengOffice

26. Risk Management Staff Turnover Management change Requirements change
Cost and schedule Estimation
Technology change
Product competition

27. Incremental Development Productivity Decline