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Type & Project Management:Putting Type on the Critical Path,[object Object],Presented by:,[object Object],Jennifer Tucker, PMPConsulting DirectorOKA (Otto Kroeger Associates),[object Object],(703) 591-6284 x111,[object Object],jtucker@typetalk.com,[object Object],www.typetalk.com ,[object Object]
Agenda,[object Object],Introduce key elements of the project life cycle – and the language that drives project managers and their teams. ,[object Object],Explore how type can be seen across projects of all sizes and kinds, and used as a diagnostic tool. ,[object Object],Discuss and share type-related training designs that type professionals can use with project teams.,[object Object],2,[object Object]
3,[object Object],Project Management Talk,[object Object],The Project Management Body of Knowledge (PMBOK) describes a project as:  ,[object Object],A project is a temporary endeavor, undertaken to create a unique product or service. This means that every project has a definite beginning and a definite end. ,[object Object],A project team – as a team – seldom outlives the project. Once the project is complete, they are disbanded, and members move on to other projects and other teams. ,[object Object],Projects are first and foremost outcome driven – it is the ultimate product or service, assessed against performance measures, which determines project success. ,[object Object]
4,[object Object],Project Management Activities,[object Object],Initiation,[object Object],Planning,[object Object],Execution, Monitoring & Control,[object Object],Closing,[object Object],Needs Statement,[object Object],Milestones,[object Object],Organization & Integration,[object Object],Resources,[object Object],Final Products,[object Object],Project Charter,[object Object],Schedule,[object Object],Communication,[object Object],(Internal/External),[object Object],Quality,[object Object],Project Review,[object Object],Scope Definition,[object Object],Cost Estimates,[object Object],Risk,[object Object],Schedule/CostManagement,[object Object],Close-outActivities,[object Object],Outcome Measures,[object Object],Resource Needs,[object Object],Human Resources(People),[object Object],Contracts/Procurement,[object Object],KnowledgeLibrary,[object Object],WorkBreakdownStructure ,[object Object],Project ManagementPlan ,[object Object],Deliverables &Performance Measures,[object Object]
5,[object Object],What Makes Projects Succeed? ,[object Object],User Involvement – 19,[object Object],Executive Management Support – 16,[object Object],Clear Statement of Requirements – 15,[object Object],Proper Planning – 11,[object Object],Realistic Expectations – 10,[object Object],Smaller Project Milestones – 9,[object Object],Competent Staff – 8,[object Object],Ownership – 6,[object Object],Clear Vision & Objectives – 3,[object Object],Hard-Working, Focused Staff - 3,[object Object],Source: Standish Group – “Unfinished Voyages - A Follow-Up to The CHAOS Report” (http://www.standishgroup.com/sample_research/unfinished_voyages_1.php),[object Object]
And Why Do They Fail? ,[object Object],Inability to succinctly communicate overarching goals,[object Object],Poor client management and communication skills,[object Object],Failure to manage scope creep,[object Object],Failure to differentiate between customer groups,[object Object],Team ramp-up time complicates early activities,[object Object],Lack of team and meeting management skills   ,[object Object],Over-emphasis on risk management – dampening creativity,[object Object],Project team burn-out; no “buffer” time for crises,[object Object],Failure to maintain upper management support,[object Object],6,[object Object]
Learning Quickly About A Project ,[object Object],7,[object Object]
8,[object Object],Bringing in Psychological Type,[object Object],Just as there are individual types and team types, there are project types – project characteristics that align with the eight preferences.,[object Object],Examples – Projects are often: ,[object Object],Externally Facing OR Internally Focused ,[object Object],Fact Driven OR Possibilities Driven,[object Object],Product Focused OR User Focused,[object Object],Ruled by Milestone OR Reactive to Change,[object Object],Reference: Tucker, J (2008) Introduction to Type and Project Management.  CPP, Inc. ,[object Object]
9,[object Object],Bringing in Psychological Type,[object Object]
10,[object Object],Extraversion and Introversion on Projects,[object Object]
11,[object Object],Sensing and Intuition on Projects,[object Object]
12,[object Object],Thinking and Feeling on Projects,[object Object]
13,[object Object],Judging and Perceiving on Projects,[object Object]
Getting Things Back on Track:One Conversation at a Time ,[object Object],Communication and Information Flow,[object Object],Alignment of Authority, Accountability and Responsibility,[object Object],Structural and Role Clarity,[object Object],Balancing Process and Product ,[object Object],Balancing Procedural Clarity with Flexibility and Trust ,[object Object],Effective Conversations and Giving Frequent Feedback ,[object Object],14,[object Object]
Exercises ,[object Object],“Project in Progress” Ranking Exercise,[object Object],Case Study Exercise   ,[object Object],Function Pair or Temperament Exercise  ,[object Object],Z-Model Decision Making/Problem Solving  ,[object Object],SWOT Analysis  ,[object Object],Construction Project  Each of the following slides proposes exercises for exploring type and project management.  The slide presents the exercise set-up – the trainer or facilitator’s debrief depends on the content generated.   The primary goal is to reveal insights that lead to concrete action plans that the team can carry forward after the workshop. ,[object Object]
16,[object Object],1. “Project in Progress” - Ranking Exercise,[object Object],Rank the following project management activities in order of importance: ,[object Object],[object Object]
B - Assessing progress of activities against work breakdown structure and adjusting as needed.
C - Monitoring and updating risks, and implementing risk mitigation plans as needed.
D - Meet with project sponsor and external stakeholders to report on progress and solicit feedback
E - Conduct one-on-one meetings with key project members to give feedback.
F – Respond in real time to emerging project crises or emerging needs/requirements.
G – Review financial status (including staffing levels and budget) of project spending against plan
H – Conduct formal reviews of work deliverables and products and introduce corrective measures
I – Conduct team meetings to share updates and do cross-project problem solving.

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Type/MBTI and Project Management

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  • 17. B - Assessing progress of activities against work breakdown structure and adjusting as needed.
  • 18. C - Monitoring and updating risks, and implementing risk mitigation plans as needed.
  • 19. D - Meet with project sponsor and external stakeholders to report on progress and solicit feedback
  • 20. E - Conduct one-on-one meetings with key project members to give feedback.
  • 21. F – Respond in real time to emerging project crises or emerging needs/requirements.
  • 22. G – Review financial status (including staffing levels and budget) of project spending against plan
  • 23. H – Conduct formal reviews of work deliverables and products and introduce corrective measures
  • 24. I – Conduct team meetings to share updates and do cross-project problem solving.
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