Fundamentals of Project Management Bill Coda

Transcription

1 Fundamentals of Project Management Bill Coda

2 The P in PM is as much about People Management as it is about Project Management.

3 Agenda Introduction and Overview Objectives Project Management Frameworks Initiating

4 Agenda Planning Executing Closing Successful Delivery of a Project Summary

5 What Makes a Great Client Manager?

6 Skills & Behaviors According to the PMI, only : 39% of projects get done on time 44% of projects are completed within budget 53% of projects meet the original intent or business purpose Why are PM s/pd s not equipped to deliver??

7 The 4 Dimensions of Behavior Dominants: Direct & Decisive. D s are strong-willed, strong-minded people who like accepting challenges, taking action and getting immediate results. Influencers: Optimistic & Outgoing. I's are "people people" who like participating on teams, sharing ideas, energizing and entertaining others. Steadiers: Sympathetic & Cooperative. S's are helpful people who like working behind the scenes, performing in consistent and predictable ways, and are good listeners. Conscientiousers: Concerned & Correct. C's value quality and like planning ahead, employing systematic approaches and checking & re-checking for accuracy.

8 The 15 Patterns of Success Ethics Flexibility Organizational Awareness Business / Technical Savvy Decision-Making Problem-Solving Strategic Thinking Stakeholder Management Delegation Questioning and Listening Dealing with Ambiguity Coaching and Mentoring Effectively Prioritizing Time Management Politics and Diplomacy

9 The Language of Trust Ethos Pathos Logos I don t care how much you know until I know how much you care

10 Your Role as a Project Manager

11 Navigating Through the Maze What would you like to achieve? What are your biggest obstacles? How do you set up the environment? Deciding the tone and deciding your strategy

12 Motivating & Inspiring

13 Creating & Leveraging Long-term Relationships Respect Candid/ Open Listen Understand Work Collaboratively No Judgments

14 Planning, Organizing, Communicating, Evaluating

15 Providing Exceptional Customer Service

16 People vs. Task Focus Task Focus 33% Task and People Focus 33% People Focus 33%

17 Active vs. Passive Focus Active Focus 40% Active and Passive Focus 40% Passive Focus 20%

18 Establishing Clear Customer Expectations

19 Solidifying the Working Agreement Discuss the problem or need Agree on goals Agree on time frames Agree on Resources (staff, cost, etc.) Discuss Consequences of success/failure Agree on Success Measures and follow-up

20 Stakeholder Management

21 Identifying Decision Makers

22 Decision - Makers

23 Customer Relationship Status How do we best decide the strength and weaknesses of our relationships with all of the parties involved in the success of the project?

24 Changes in Client Management Personnel (Project Director / CIO/COO) Executive Leadership (Steering/Executive Committees) SME s Others

25 Managing Multiple Stakeholders (and Multiple Opinions!) Executive Management Peers / Vendors Management & Subordinates Clients and Employees

26 Effective Communication

27 Communicating Clearly Stage 1 - Form a Clear Vision of Desired Outcomes Stage 2 Facilitate Candid and Clear Discussions / Ask Questions Stage 3 Propose Agenda and Link to Future Outcomes Stage 4 Ensure Specific Steps are Defined and Followed-Through

28 Communicating Styles State Consult Propose

29 Delivering Messages The What Happened or The Content conversation - Who said or did what? - Who is right? Who is to blame? - What should happen? The Feelings or Emotion conversation - Are my feelings valid? - Should I acknowledge them? - What about the other person s feelings? How do I handle their anger, hurt or anxiety? The Identity conversation - The conversation we have with ourselves. - Am I competent or incompetent? Good or bad? Loveable? - What impact does this have on my self image or self esteem? - This element often impacts how balanced I feel during the conversation.

30 Listening Skills Style Reflective tell the client exactly what you have heard When to use with your clients Counselor seeks to understand what s going on at an emotional level Lawyer stick to the facts, taking an objective view Project Manager focused on solutions rather then effects or consequences

31 Documentation in Communications Document Capture all electronic and paper documents should be in a central repository for easy retrieval. Version Control check-in and check-out options and tiered security, such as read and write access, ensures data integrity. Workflows the ability to design and apply configurable workflows that map to the business processes. Reporting and Analysis the ability to exchange information between documents for reporting and analysis purposes to provide better visibility across the organization. Collaboration the ability to share documents among relevant stakeholders, as well as restrict the documents to those who should not have access.

32 Meetings & Time Management

33 Juggling Multiple Priorities Determining tangible benefits Driving business initiatives Implementation and success Business sponsorship Enrolling end-users

34 Managing Status Updates Steering Committees Executive Committees Advisory Committees

35 Working Collaboratively

36 Client Interactions Providing Value-Enhanced Information What do you know? What do they know? What do you need to find out? What do they need to know? What should you reveal? What will they withhold?

37 Working with Business Side IT Side?Priorities? Operational Side COI s (Centers of Influence)

38 Managing Customer Cultures Prove your value Retrieve Missing Information Insulate Differences Minimize your weaknesses Emphasize Your strengths

39 Dealing with Complexity

40 Complex Change Transformational Transitional Temporary

41 Balancing Business Needs and the Client s Expectations

42 Dealing with Push-Back 1) State the end goal or objective 2) Put forward your perspective 3) Acknowledge their perspective 4) Consult to find a way forward 5) Empathy: wrap the conversation with empathy

43 Reaching Agreement So to be clear Let me summarize that May I just check that I understand Your situation is Your perspective is Your overview is Your opinion is

44 Reaching Agreement My/Our situation is My/Our thoughts are The situation dictates to us We face My/Our perceptions are How can we find an acceptable route? What options do we have? What suggestions would you like to propose? How can we resolve this? What would you do in my position?

45 Budgets and Costs What are the sources of performance measurement?

46 Escalating Issues 1) Proactive Reactive 2) Match Mismatch 3) Towards Away

47 Conflict Management

48 Handling Difficult Situations / Customers Direct: Be candid Acknowledge tough issues Make clear why you re upset Ask people to be up front Empathic: Provide reassurance Acknowledge emotions Express feelings Communicate empathy Analytical: Give people space Focus on facts Determine the root of the problem Sort out all issues Diplomatic: Find a compromise Look out for people s feelings Communicate tactfully Show flexibility

49 Overcoming Objections Addressing Conflict Responding to Concerns

50 Maintaining Focus Active Passive Constructive Perspective Taking Creating Solutions Expressing Emotions Reaching Out Reflective Thinking Delay Responding Adapting Destructive Winning at All Costs Displaying Anger Demeaning Others Retaliating Avoiding Yielding Hiding Emotions Self Criticizing

51 Getting to YES 1. Mentally put yourself in the other s place and work to understand his/her point of view, motivation and reaction to the conflict. 2. Reframe That s a ridiculous point of view! to I wonder why she/he thinks that. 3. Examine the flaws/weaknesses of your own position. 4. Ask open-ended questions. 5. Solicit examples to clarify issues. 6. Rephrase, restate or summarize what you think has been said.

52 Problem-Solving Solutions 1.Identify each other s motives, goals, and agendas. 2.Identify points of mutual agreement and interdependence. 3.Begin with an issue that will be easy to resolve and work up to more difficult ones. 4.Brainstorm every possible solution without evaluation. 5.Gradually narrow down the choices to the best two or three. 6.Select a solution or combination of solutions that best meets the parties needs.

53 Consultative Advising

54 Understanding the Consultative Tone Involve People in Planning Provide Accurate and Complete Information Give People an Opportunity to Voice Their Concerns Always Take Group Norms and Habits Into Account Learn to Understand Varying Types Learn To Use Problem Solving Techniques Help People See a Picture of Where They Are Going

55 The Value Proposition Business Profile Business Drivers Business Initiatives Unique Business Value Differentiation Capabilities Solutions

56 Increasing Visibility and Influence 1) Empowerment: Making others feel valued by involving them in decisionmaking, and giving them recognition 2) Interpersonal Awareness: Identifying client s concerns and positioning our ideas to address them

57 Increasing Visibility and Influence 3) Bargaining: Gaining support by negotiating a mutually satisfactory outcome; exchanging favors or resources 4) Relationship Building: Taking the time to get to know others and maintain friendly communications 5) Organizational Awareness: Identifying key influencers at every level and getting their support

58 Increasing Visibility and Influence 6) Common Vision: Showing how our ideas support the organization s broader goals 7) Impact Management: Choosing the most interesting, memorable or dramatic way to present ideas to the client 8) Logical Persuasion: Using logical reasons, expertise or data to convince and persuade others

59 What have you done for me lately? Client status? Client satisfaction? Client loyalty? Client growth?

60 The Sweet Spot Where do you want to be?

61 Maintaining Positive Relationships - Understanding differing motivations - Flexibility options - Changing behaviors - Taking a long-term perspective

62 Envisioning the Future

63 Utilizing New Tools

64 Changing Paradigms Results Actions Experiences Beliefs

65 Consensus Building

66 Engaging in Continuous Improvement Moving towards a Better Client Experience

67 Engaging in Continuous Improvement Responding to Dynamic Environments

68 Developing an Action Plan My Goal(s) Benefits Potential First Steps Potential Obstacles Support Needed Measures of Success

69 Summary Achieving Success Define a Very Clear Picture of the Future Be Genuine Lower your Guard Ask Good Questions Talk About the Difficult Issues Follow-through on Commitments Let Others Speak First LISTEN!!! Be Confident and Dependable

70 Clients / Customers / People often times forget the specifics of what you said, but they ll never forget how you made them feel.