3. Managing Projects and People

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

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

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

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

8. Meetings Structured Rules Encourage Conflict

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

10. Main Roles Visionary CEO Integrator (President) RevenueOperationsFinance

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

12. 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

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

14. Step Two - Scope SCOPE RESOURCES SCHEDULE FEATURES

15. Step Two – Scope THEMES

16. 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

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

18. Step Three – Goals & Milestones DEPARTMENTAL

19. Step Three – Goals & Milestones DEPARTMENTAL

20. Step Three – Goals & Milestones DEPARTMENTAL

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

22. 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 www.stormboard.com Quarterly Planning

24. Post it Exercise 4 – 5 minutes www.stormboard.com Quarterly Planning

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

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

27. Step Six – Do It

28. Exercise 6 – 5 minutes Do a check in meeting

29. Step Six – Do It Weekly Tactical- 1-1.5 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

30. Exercise 7 – 10 minutes Do a tactical meeting agenda

31. 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

32. 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

33. Exercise 8 – 10 minutes* Create a status report

34. 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

35. Quarterly Review

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

41. Mike Moyer