DARE to be a. Successful Project Manager. DARE to Properly Manage Resources. Today s Agenda INFLUENCE. o DEFINE: The Project Charter

Transcription

1 DARE to be a Successful Project Manager Presented by Lou Russell, author of Rocket: The Project Management Game DARE to Properly Manage Resources START DEFINE PLAN MANAGE REVIEW END initiate plan monitor close 1. Set Business 2. Establish Project Scope 3. Set Project 4. Mitigate Risks 5. Establish Constraints 6. Plan Communications 7. Establish a Governance Plan Page 1 1. Determine Milestones 2. Schedule Task 3. Adjust for Resource 4. Create Budget 1. Control Work in Progress 2. Provide Status and Feedback 3. Leverage Governance 4. Resolve Conflict INFLUENCE 1. Close the Project 2. Turn Over Deliverables 3. Hold Project Review 4. Celebrate Accomplishments Today s Agenda o Project Management and Your To-Do List o DEFINE: The Project Charter o PLAN: The Project Plan/Schedule o MANAGE: Adapt and Influence o REVIEW: Grow Your Competence 1

2 The Real World of Project Management Think to yourself: What are 10 things on your current to-do list that you aren t doing right now: Your To-Do List Answer the following questions: 1. Can you complete the activity in one sitting (less than four hours)? 2. Can you do the activity without help from anyone else? 3. Has the activity been on your to-do list for less than a month? 4. Can you clearly define how you will measure that the task is done? Your Secret Decoder Ring TERM Task Project Process DEFINITION A unit of work that has a beginning and an end. A collection of tasks that has a beginning and an end. A collection of never-ending tasks that repeat again and again. Page 5 2

3 Your Reality o Given the next 24 hours, what on your To-Do list can you complete? o Realistically, how many hours will it take you to get done what you ve checked off? o How many hours in an average work day can you focus on thinking work? What s Different: Project Management Key Project Roles Project Sponsor o Keeps an eye on the business case that triggered the project o Owns the Business Objective (return on investment) Project Manager o Keeps the Project Sponsor up to date o Delivers the strategy to meet the business case o Owns the Project (deliverables/ metrics) 3

4 Project Roles Project Sponsor Project Manager o Provides status reports to stakeholders o Assigns tasks to people o Determines the business objectives o Determines the project objectives o Recommends what to do when money, time, or quality are threatened o Decides what to do when money, time, or quality are threatened PMI: Best Practices DARE to Properly Manage Resources o Based on Project Management Body of Knowledge (PMBOK) o Simplified, lean, and adaptable Phase 1: Define DARE to Properly Manage Resources 4

5 DEFINE: The Project Charter START DEFINE PLAN MANAGE REVIEW END initiate plan monitor close 1. Set Business 2. Establish Project Scope 3. Set Project 4. Mitigate Risks 5. Establish Constraints 6. Plan Communications 7. Establish a Governance Plan Page Determine Milestones 2. Schedule Task 3. Adjust for Resource 4. Create Budget 1. Control Work in Progress 2. Provide Status and Feedback 3. Leverage Governance 4. Resolve Conflict INFLUENCE 1. Close the Project 2. Turn Over Deliverables 3. Hold Project Review 4. Celebrate Accomplishments The Greek Goddess of Business Business I.R.A.C.I.S. Why are we spending money on this instead of something else? o Increase Revenue o Avoid Cost o Improve Service Chat with Us! Complete this sentence for YOUR project: My project (either) avoids cost or increases revenue by Participate live using your chat box. 5

6 AVAILABLE The Scope Diagram: Tell the Story CHARITIES GOVERNANCE BUDGET SPONSOR: CEO VOLUNTEERS FOOD BUDGET CATERING PROJECT: VOLUNTEER DAY TRAINING SCHEDULE STATUS COMMUNICATION PLAN CORPORATE COMMUNICATIONS EMPLOYEES Project Charter: Business (Increase Revenue, Avoid Cost) Primary Secondary Project Scope Diagram Quick N Dirty Risk: Size (1-10 big) Structure (1-10 no reqmnts) Technology (1-10 new) Average Constraints: Can t move Moves little Negotiate Time Cost Quality/Scope RISK FACTOR LIKELIHOOD (L, M, H) IMPACT (L, M, H) PREVENT BY REACT BY Free Resources - Templates Phase 2: Plan Dare to PROPERLY Manage Resources 6

7 VOLUNTEERS FOOD BUDGET AVAILABLE GOVERNANCE BUDGET STATUS COMMUNICATION PLAN Plan: The Project Plan/Schedule START DEFINE PLAN MANAGE REVIEW END initiate plan monitor close 1. Set Business 2. Establish Project Scope 3. Set Project 4. Mitigate Risks 5. Establish Constraints 6. Plan Communications 7. Establish a Governance Plan Page Determine Milestones 2. Schedule Task 3. Adjust for Resource 4. Create Budget 1. Control Work in Progress 2. Provide Status and Feedback 3. Leverage Governance 4. Resolve Conflict INFLUENCE 1. Close the Project 2. Turn Over Deliverables 3. Hold Project Review 4. Celebrate Accomplishments Plan: Choosing the Tasks to DO Analyze Design Develop Implement Evaluate The Requirements The Blueprint The Build The Install Working? Nirvana Reality Construct Transition Maintain PROCESS Plan: Work Back from the Date START 6/1/13 CHARITIES SPONSOR: CEO ANALYZE requirements PROJECT: VOLUNTEER DAY Done: 6/20/13 Done: 7/1/13 DESIGN blueprints CATERING TRAINING SCHEDULE EMPLOYEES CORPORATE COMMUNICATIONS Done: 7/7/13 Event Held 7/13/13 BUILD deliverables IMPLEMENT deliver, transition EVALUATE project and deliverables Done: 7/15/13 END 7

8 VOLUNTEERS FOOD BUDGET AVAILABLE GOVERNANCE BUDGET STATUS COMMUNICATION PLAN Plan: Work Back from the Date START 6/1/13 Finalize Charity CHARITIES SPONSOR: CEO Done: 6/20/13 Done: 7/1/13 ANALYZE Done: 7/7/13 requirements DESIGN Event Held 7/13/13 blueprints BUILD deliverables IMPLEMENT Review with Sponsor Finalize Caterer deliver, transition EVALUATE CATERING PROJECT: VOLUNTEER DAY TRAINING project and deliverables SCHEDULE EMPLOYEES Invite Employees CORPORATE COMMUNICATIONS Establish Messaging Needed Done: 7/15/13 END Plan: Work Back from the Date START 6/1/13 6/8/13 Finalize Charity 6/12/13 Review with Sponsor 6/18/13 Finalize Caterer ANALYZE Done: 6/20/13 6/15/13 Invite Employees 6/15/13 Establish Messaging Needed Simple Status Reports PROJECT TASK TASK OWNER DUE COMMENTS COMPLETE Finalize charity Lou 6/8/13 results Review with Sponsor Establish messaging needed Contact United Way Lou 6/12/13 Needs approvals Jo 6/15/13 Maria 6/15/13 Invite employees Finalize Caterer Maria 6/15/13 Brittney 6/18/13 8

9 Project Plan: Task Task Owner Helpers Due Comments Complete Free Resources - Templates Manage Dare to Properly MANAGE Resources DARE to Properly Manage Resources START DEFINE PLAN MANAGE REVIEW END initiate plan monitor close 1. Set Business 2. Establish Project Scope 3. Set Project 4. Mitigate Risks 5. Establish Constraints 6. Plan Communications 7. Establish a Governance Plan Page Determine Milestones 2. Schedule Task 3. Adjust for Resource 4. Create Budget 1. Control Work in Progress 2. Provide Status and Feedback 3. Leverage Governance 4. Resolve Conflict INFLUENCE 1. Close the Project 2. Turn Over Deliverables 3. Hold Project Review 4. Celebrate Accomplishments 9

10 Simple Status Reports PROJECT TASK PROJECT MANAGER TASK OWNER DUE COMMENTS COMPLETE Finalize charity Tai Lou 6/8/13 results Review with Sponsor Establish messaging needed Contact United Way Tai Lou 6/12/13 Needs approvals Tai Jo 6/15/13 Tao Maria 6/15/13 Already done by charity Invite employees Finalize Caterer Tai Maria 6/15/13 Tai Brittney 6/18/13 Payoff: The Big THREE Plans o Communications (PR / Crisis) o Governance (Approval and Change Requests) o Transition (Build It Won t Make Them Come) Project Charter: Communications Strategy Stakeholder Goal Frequency Medium Comment Governance Strategy Type of Change (requirements, budget, scope, etc.) Final Decision Makers Consulted Comments Free Resources - Templates 10

11 Chip Neidigh, Catalyst OC Project Transition Plan (attach original and final Charter) Transition Schedule / Key Dates Stakeholder / Customer Survey Results Outstanding Issues Support Facilities / Functional Area Support Hardware / Software Support Documentation and Training Budget for Ongoing Maintenance Roles / Responsibilities of Support Release Process Ongoing Migration of Data Performance Measures Problem Resolution / Support Process Sustainability Metrics Free Resources - Templates Phase 4: Review Dare to Properly Manage RESOURCES 11

12 DARE to Properly Manage Resources START DEFINE PLAN MANAGE REVIEW END initiate plan monitor close 1. Set Business 2. Establish Project Scope 3. Set Project 4. Mitigate Risks 5. Establish Constraints 6. Plan Communications 7. Establish a Governance Plan Page Determine Milestones 2. Schedule Task 3. Adjust for Resource 4. Create Budget 1. Control Work in Progress 2. Provide Status and Feedback 3. Leverage Governance 4. Resolve Conflict INFLUENCE 1. Close the Project 2. Turn Over Deliverables 3. Hold Project Review 4. Celebrate Accomplishments Chat with Us! Name a negative emotion you experienced during a recent project. Rank that emotion between 1 and 10, with 10 being the most intense, and 1 being the least intense. Include one thing that triggered that emotion at that time. Participate live using your chat box. Chat with Us! Name a positive emotion you experienced during a recent project. Rank that emotion between 1 and 10, with 10 being the most intense, and 1 being the least intense. Include one thing that triggered that emotion at that time. Participate live using your chat box. 12

13 The 5 Deadly Sins of Project Management 1. Seek first to blame. 2. I m busy, so I must be making progress. 3. We can do that. 4. That will just take a minute. 5. All projects are the same. The 5 Heavenly Truths of Project Management 1. Seek first to collaborate blame. 2. I m busy doing the things that are must be meeting the goals of the organization. 3. We can do that and the impact is this That will just take some planning a minute. 5. All projects are unique the same. Wrap-Up Where is the pain? How can project management help? How do you stay focused 13

14 You Can Train Project Management Rocket: The Project Management Game o Make an initial SWAG estimate o Fill out Project Charter as a team to build the rocket o Adjust estimate o What happened? o How did the Charter help? o How did the Plan help? o How is this like your real projects? o Create a schedule with all tasks assigned to a person with a minute due date (maximum 30 minutes to complete) o Final adjustment to estimate 14