Facilitated Methods Greta Blash, PMP, PMI-ACP, PMI-PBA

Transcription

1 Facilitated Methods Greta Blash, PMP, PMI-ACP, PMI-PBA 2 PMP and PMBOK are either a mark or a registered mark of the Project Management Institute, Inc.

2 2 Project Manager Project Management Team Project Coordinator Project Expeditor Sponsor Senior Manager Functional/Resource Manager Project Office (PMO)

3 3 Membership and roles Many members with different roles Responsibility for team Responsible for result and completion of objectives Knowledge and skills Conductor possess musical knowledge, understanding and experience Project manager not expected to perform every role but should possess knowledge, understanding and experience

4 4 Critical leadership role of project team to achieve project objectives Visible throughout project Usually involved from initiating to closing the project Key activities: Communicating with executive and business unit leaders Consulting on advancing strategic business objectives Improving organizational performance Meeting customer expectations *Person assigned by the performing organization to lead the team that is responsible for achieving the project objectives *These definitions are taken from the Glossary of the Project Management Institute, The Project Management Body of Knowledge, (PMBOK Guide) Sixth Edition, Project Management Institute, Inc

5 5 Stakeholders Suppliers, Customers, End Users Sponsor Governing Bodies Steering Committees, PMOs Project Team PPP Managers Resource Managers Project Manager Page 53, Fig 3-1 PMBOK Guide Sixth Edition. Material from this publication has been reproduced with the permission of Project Management Institute, Inc.

6 6 Leads project team to meet project s objectives and stakeholders expectations Balances competing constraints Communicate and utilize soft skills to balance competing goals

7 7 With sponsor to understand strategic objectives and alignment With team to focus on essential aspects through integration of processes, knowledge and people

8 8 Process level Integration of processes where they interact Cognitive level Integration of processes in knowledge areas Context level Consideration of the project context and new technologies and aspects

9 9 Interaction with other project managers Same resource demands Priorities of funding Receipt or distribution of deliverables Alignment of project goals and objectives with the organization

10 10 Vision Mission Goals/Objectives Strategy Programs/Projects Operational procedures (OPAs) Organizational structures These are graphically shown in PMI s Standard for Portfolio Management

11 11 Mission Objectives: Define areas of pursuance Goals: Milestones, Resources Strategies: Resources used to accomplish organizational purpose

12 12 Stays informed about current industry trends Product and technology development Standards Economic forces Process improvement strategies

13 13 Continuing knowledge transfer and professional development Contribution of knowledge and expertise to others Participation in training, continuing education

14 14 Educate other professionals regarding value of project management approach Regarding timeliness, quality, innovation and resource management

15 15 Link between business strategy and team Applies knowledge, tools & techniques to project effort Manages the constraints (scope, schedule, cost, quality, etc.) of individual projects Works with assigned team members to satisfy tasks, team and individual needs Leads and controls the assigned project resources to best meet project objectives

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17 17 Link between team & organizational strategy Must possess the competencies Knowledge - of project management Abilities - able to accomplish what is needed by applying project management knowledge Skills effectively lead project team and coordinate and collaborate, solve problems and make decisions Personal - behavior while performing project activities Personality Attitudes Ethics Leadership to achieve objectives while balancing project constraints

18 18 PMI s expanded skill requirements for a project manager Strategic and Business Management Leadership Technical Project Management Reflected in new certification renewal requirements

19 19 Focus on having the right artifacts readily available Critical success factors Schedule Selected financial reports Issue log Tailor both traditional and agile tools, techniques and methods for each project Make time to plan thoroughly and prioritize diligently Management project elements Schedule, cost, resources and risks

20 20 Also referred to as domain knowledge Ability to see high-level overview of the organization Working knowledge of business functions Pertinent product and industry expertise Explain the essential business aspects of a project Work with SMEs and sponsor to develop an appropriate project delivery strategy Implement strategy to maximize business value of project

21 21 Involve the ability to guide, motivate and direct a time Dealing with people Behaviors and motivations Being respectful Being a visionary Being optimistic and positive Being collaborative and build effective teams Managing relationships and conflict Communicating

22 22 Leadership Team building Motivating Communicating Influencing Decision making Political and cultural awareness Negotiating Facilitating Managing conflict Coaching

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24 24 May be the result of multiple factors Laissez-faire Hands-off style Transactional Focus on goals and accomplishment Management by exception Servant leader Serves and puts others first Concentrates of relationships, community and collaboration Leadership is secondary and emerges after service

25 25 Transformational Empowering through idealized attributes and behaviors Individual consideration Encouragement for innovation and creativity Charismatic Able to inspire High energy, enthusiastic, self-confident Holds strong convictions Interactional Combination of transactional, transformation and charismatic

26 26 Individual differences of thinking, feeling and behaving Authentic Courteous Creative Cultural Emotional Intellectual Managerial Political Service-oriented Social Systemic

27 27 For more information please feel free to contact us: Greta Blash, PMP, PMI-ACP, PMI-PBA Steve Blash, PMP, PMI-ACP