Using Trust as a Blueprint for Project Management Building Relationships to Build Success

Transcription

1 Using Trust as a Blueprint for Project Management Building Relationships to Build Success SHAY POTTS, M.S. RONDA MITCHELL, M.Ed. UNIVERSITY OF FLORIDA HUMAN RESOURCES Agenda What is project management? Our Experience Building relationships For Strategic Planning For Project Management For Acclimation and Evaluation Lessons Learned 1

2 What is a project? Stand-alone endeavor aimed at a specific purpose: Developing new products Creating new services Solving organizational problems Project Management The application of knowledge, skills, tools, and techniques to lead and direct projects toward the achievement of specific goals 2

3 Relationship Building Strategic Planning Project Management Acclimate & Evaluate RELATIONSHIP BUILDING 3

4 Considerations Who is the client? What are their expectations? What does the client need? How do they feel about you? Do they want your help? What are your expectations? How do you feel about them? When were you brought in? Okay, but WHY? 4

5 Why does this matter? Lack of Clarity Lack of Understanding Lack of Commitment Frustration Case Study University-wide project 16 colleges 7 core offices 3-5 year timeline Brand new system, implemented in phases Exceptional Subject Matter Experts Who are training novices Experienced Consultants Firm deadlines Limited Resources Skeptical constituents These were all new relationships 5

6 Initial Expectations Client Knowledge transfer Work with SMEs to develop training Develop training while system is still being tested Rapid, on-demand development Initial Expectations Training Project Manager Training a priority across the project Work with committed and accessible SMEs Develop training after system is stable Adequate development time (i.e. 8 weeks minimum) 6

7 Agreed Upon Expectations Knowledge transfer Work with committed and accessible SMEs Adequate resources Develop training in phases, depending on system stability Adequate development time (i.e. 8 weeks) Authority to adapt deliverables as needed Assured reliance on the character, ability, strength, or truth of someone or something. 7

8 Trust Without trust you cannot lead. Without trust you cannot get extraordinary things done. Kouzes and Posner How do you build a relationship? Active listening Be Present Asked for their business processes Asked for training goals Asked for their preferred modality Asked for their concerns/pain points Asked for their questions regarding training 8

9 How do you build a relationship? Find your go-to person Knowledgeable Values what you re doing Let them know you re here to make their job easier How do you build a relationship? Be flexible to client needs Meeting types ing Communication methods Work styles 9

10 How do you build a relationship? Don t be conflict averse Conflict has many faces (intellectual disagreements, communication styles, passion, forceful advocacy, etc.) Directly address conflict when it arises Work towards resolution, but understand you may not be able to resolve Build in cushion time so when delays happen the project stays on track. Case Study - Conflict Concern: Client was disengaged No timelines No communication No content What would you do? 10

11 Case Study - Conflict Concern: Client was disengaged No timelines No communication No content What did we do? Engaged additional experts, while still inviting the initial client to the table Added additional resources to ensure we met the deadline and objectives Kept project sponsors in the loop STRATEGIC PLANNING Relationship Building Strategic Planning 11

12 Build Relationships for Strategic Planning Benchmarking Customizing Assess skills across the project Converse with clients and sponsors Adapt what others had done based on clients needs Because all of the above was done Gained support from leadership Revise throughout the project PROJECT MANAGEMENT Relationship Building Project Management 12

13 Build Relationships for Project Management All of these phases of project management require strong relationships for success ACCLIMATE & EVALUATE Relationship Building Acclimate & Evaluate 13

14 Build Relationships for Acclimation and Evaluation Project management isn t completely over when the project ends Evaluate successes Check in with client Check in with constituents Make revisions if necessary Maintain those relationships! LESSONS LEARNED 14

15 If we did this again Get on the wall Agile Project Management Put post-its on the wall, map everything out Show You are here in the process Make it visual The project The goals The audience If we did this again Advocating to get end users involved earlier More in depth train-the-trainer effort 15

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