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    The projectmanagementbasicsworkbook The projectmanagementbasicsworkbook Document Transcript

    • The Project Management Basics Work Book: With Behavioral and Technical Quick Connects Prepared by Mitchell W. Manning, Sr. to serve as an example for basic project management training for individuals and organizations Note: This workbook is the companion piece for the PowerPoint presentation "The Project Management Work Shop" also on SlideShare. If needed, Mitch can help you customize the work shop and work book to your company, your culture, your team, your project management policy, procedures, and software. Email: MitchellWManning@aol.com 1
    • Project Management Basics Work Book: With Behavioral and Technical Quick Connects This “hands on” work book is designed to give newly assigned project team members an understanding of project management basics, and the regulatory, technical, and behavioral responsibilities and accountabilities. As a participant, you will learn and practice project management basics in each of the five stages of project management, from initiating to closing the project. You will be able to contribute more quickly and effectively in project team assignments, and instruct others on the technical and behavioral responsibilities and accountabilities within the project team. Project Management Basics are key to project success, for organizations and individuals regardless of project complexity and size. All team members need to have a sound understanding of project management basics, the technical requirements and the behavioral skills to work with others effectively and successfully. Team members contribute more timely and at a higher level when they are well trained and well treated. This course provides the participants with the basic technical knowledge and behavioral skills. Newly assigned project team members; individuals with project responsibilities; project trainers; and, individuals from human resources, manufacturing, finance, purchasing, marketing and sales, logistics, and engineering who need a general understanding of project responsibilities and accountabilities will benefit from the systematic and logical presentation of the technical and behavioral basics gleaned from the experiences, and teachings, of successful project team members/leaders/managers. Day One/Lesson One You will learn to: define and scope a project apply 6 key questions in 5 key project stages define and lead initiating, planning, staffing, controlling, and closing projects map a project and apply the seven basic tools essential to effective project management contribute to and lead effective project meetings contribute to and lead effective project problem solving and decision-making Day Two/Lesson Two You will learn to: present yourself to the project manager and project members assess you project management experience work with the best project team member, and the worst use your organizational values and ethics to motivate the project team present your ideas train others evaluate others plan next steps give positive and negative information/feedback summarize and close meetings self-analyze for strategic project leadership explore project management websites for growth and development Day Three/Lesson Three You will learn to: describe the project to key stakeholders write the project charter document the preliminary project proposal questions build project support and gain buy-in plan project resources sell your project to others build external project support use a project checklist for strategic leadership from beginning to close 2
    • Table of Contents Project Management Basics 2 Project Management Overview Technical Quick Connects 7 One Page Project Process Map 8 One Page Question to the Void Worksheet 9 One Page Project Overview Worksheet 10 One Page Project Initiating Worksheet 11 One Page Project Planning Worksheet 12 One Page Effective Meeting Worksheet Behavioral Quick Connects 13 Presenting Yourself 14 Self-Assessment - Project Management Experience 15 Best Team Player/Worst Team Player 16 Organization Values and Ethics 17 Presenting Your Ideas 18 Training Others 19 Evaluating Others 20 Planning Next Steps 21 Evaluating/Giving Feedback 22 Summarizing and Closing 23 Self-Analysis for Strategic Leadership 26 Exploring Project Management Websites Project Management Communication Workbook 28 Describe the Project 29 Write the Project Charter 30 Preliminary Project Proposal Questions 31 Building Project Support and Getting Buy-in 32 Project Resource Planning 33 Selling Your Project 34 Building External Project Support 35 Project Checklist for Strategic Leadership 3
    • Project Management Basics Work Shop Date:_________________ My name is: I work for: My job is: ______________________________________________ ______________________________________________ ______________________________________________ I am attending Project Management Basics to: ____________________________________________________________ ____________________________________________________________ ____________________________________________________________ ____________________________________________________________ My current project assignments are (limit to your top 3): ____________________________________________________________ ____________________________________________________________ ____________________________________________________________ Projects succeed because: Projects fail because: 4
    • Project Management Basics: What is project management? The time bound use of limited resources to achieve a fixed outcome. Why is project management needed? For behavioral and technical control. Where do projects originate? Aware/Believe/Comprehend/Do/Excel What are the thinking processes for managing projects? What is happening? What good might happen, and how to enhance? What can go wrong, and how to reduce damages? What needs to be done, and how to manage? What is wrong, and what to do? What is the project management process? 5 basic process groups What information/knowledge is needed to manage projects? 9 knowledge areas How to collect project management information and knowledge? 6 faithful servants What builds project management culture? Institutions/Language/Technology/Art What are the key project management roles? Sponsor/Stakeholder/Leader/Member/Observer What are the basics of project management behavior? S/T - ODARC What are the basic project management behaviors? The __ate behaviors. What are the basic project management resources? 5 M's What are the basic areas of project management responsibility? Issues/Actions/Assignments/Resources/Schedules/ Review/Control What is project scope and how is it determined? A fixed amount of work to achieve a fixed outcome. What is risk management and how is it determined? Minimizing the impact of uncertain events on a fixed outcome. 5
    • What is cost/benefit? Comparing the cost of fixed work with the benefit of a fixed outcome. What are the key elements of the project definition? What/Why/How/Where/When/Who What are the key activities in project planning? 6 basic actions Would it be nice to have a Project Management Job Aid? 6
    • One Page Project Process Map Plan the Project Project Mission Statement Identify Desired Outcome Analyze the Project Opportunity Lead the Project Define the Project Design Project Plan Explore Cause-Effect Causes Diagram Implement Project Plan Identify Customers Identify Customer Requirements Analyze the Project Collect & Analyze Data Type Size Pareto Diagram 1 1 1111 11 1 6 3 Evaluate Outcome 3 6 9 Check Sheet Identify Supplier Specifications Histogram Identify Steps in the Process Tools: Top-down Flow Chart 1 2 3 Flow Chart Run Chart . .. ... . Scatter Diagram Yes No Desired Outcome Achieved ? Yes Control Chart Identify Potential Solutions Cause Identified ? No Work Flow Diagram Select Solution(s) Yes Document & Standardize Continuous Improvement Loop Monitor Identify Measures 7
    • Project Management Basics: Question to the Void Work Sheet What: Question to the Void (Common Terms - data gathering, fact-finding, getting to the bottom ) Why: To question until you have all the information you need, and then some. How Initiating Planning Executing Controlling Closing Where Headquarters Headquarters/On-Site On-site On-Site/Headquarters/Client On-site When First Quarter Second Quarter Second - Fourth Quarter Second - Fourth Quarter Fourth Quarter Who Sponsor Sponsor/Manager/Client Team Sponsor/Team/Client Sponsor/Manager/Client When you finish questioning to the void, you then ask "what else?" I Keep six honest serving-men: (They taught me all I knew) Their names are What and Where and When And How and Why and Who. I send them over land and sea, I send them east and west; But after they have worked for me, I give them all a rest. I let them rest from nine till five. For I am busy then, As well as breakfast, lunch, and tea, For they are hungry men: But different folk have different views: I know a person small-She keeps ten million serving-men, Who get no rest at all! She sends 'em abroad on her own affairs, From the second she opens her eyes-One million Hows, two million Wheres, And seven million Whys! "The Elephant Child" Rudyard Kipling 8
    • Project Management Basics: Project Overview Work Sheet What: Project Overview Why: One page plan for sponsor and project team. How Initiating Members Money Machines Materials Methods Create/Innovate Negotiate Communicate Motivate Educate Administrate Planning Members Money Machines Materials Methods Defining Scoping Risk Analysis Schedule Executing Basic Process Model Controlling Situation Appraisal Closing Where Headquarters When First Quarter Who Headquarters/On-Site Second Quarter On-site Second - Fourth Quarter Team On-Site/Headquarters/Client Second - Fourth Quarter Sponsor/Team/Client Team On-site Fourth Quarter Sponsor Sponsor/Client Sponsor/Client Sponsor/Client Sponsor/Client Sponsor/Client Client/Sponsor Sponsor/Client Sponsor/Client/Manager Sponsor/Leader/Client Leader/Sponsor/Client Manager/Sponsor/Client Sponsor/Manager/Client Operations Finance Operations Operations Administration Sponsor/Manager/Client 9
    • Project Management Basics: Initiating Work Sheet What: Initiating (Common Terms - Preliminary Planning, and Kick-Off) Why: Authorizing the project or phase How Initiating Members Money Machines Materials Methods Create/Innovate Negotiate Communicate Motivate Educate Administrate Where Headquarters When Who First Quarter Sponsor 010203040506070809101112 Sponsor/Client Sponsor/Client Sponsor/Client Sponsor/Client Sponsor/Client Client/Sponsor Sponsor/Client Sponsor/Client/Manager Sponsor/Leader/Client Leader/Sponsor/Client Manager/Sponsor/Client 10
    • Project Management Basics: Planning Work Sheet What: Planning (Common Terms - defining, developing the plan, setting the stage) Why: Defining and refining objectives of the project and selecting the best course of action to attain those objectives. How Planning Members Money Machines Materials Methods Defining Scoping Risk Analysis Where Headquarters/On-site When Second Quarter Who Sponsor/Project Team/Client Manager Manager/Finance Manager/Operations Manager/Operations Manager/Administration 11
    • Effective Meeting: Project Management Worksheet TEAM NAME____________________LEADER_____________________DEPT____ FACILITATOR___________________RECORDER__________________DATE___ _ MEMBERS' NAMES TEAM MEETING COSTS ______________________ _______________number of members present ______________________ _______________(times) average hourly rate ______________________ _______________(times) average benefit value ______________________ _______________(equals) meeting costs START: Time______Location______Guests_______ List objectives of This Meeting _________________________________________________________________ _________________________________________________________________ _________________________________________________________________ HISTORY: Read and Approve Previous Meeting Minutes Yes____No_____ List Old Business Discussed ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ACTION: Describe How the Objectives of This Meeting Were Accomplished ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ RATE: How Do We Feel About This Meeting? _____________________ ______________________________________________________________ What Will We Do Different Next Meeting? _________________________ ______________________________________________________________ PLAN: Schedule the Next Meeting, List Objectives, List Assignments Date:_____________Time:___________________Location:______________ Objectives: _____________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ Assignment Responsible Party Due Date _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ Use back of worksheet if needed to continue/complete documenting the meeting. 12
    • Quick Connect Behavioral Exercises Project Management Basics Exercise One Presenting Yourself Exercise Two Self-Assessment - Project Management Experience Exercise Three Best Team Player/Worst Team Player Exercise Four Organization Values and Ethics Exercise Five Presenting Your Ideas Exercise Six Training Others Exercise Seven Evaluating Others Exercise Eight Planning Next Steps Exercise Nine Evaluating/Giving Feedback Exercise Ten Summarizing and Closing Exercise Eleven Self-Analysis for Strategic Leadership Exercise Twelve Exploring Project Management Websites 13
    • Exercise One Presenting Your Self 1. 2. 3. 4. 5. 6. 7. My job is… This is what I'm good at… This is how I work best… These are my values… This is the contribution I plan to make. These are the results I expect to deliver. This is how I expect to be held accountable. Keep a list of your successes. Practice sharing successes in a systematic and logical manner: clearly, concisely and correctly using the following process. Situation (or task assignment) Observation Decision Action Result How I feel What I learned 14
    • Exercise Two Self-Assessment - Project Management Experience How do you feel about your project experience? What would you do differently? List the positives negatives What do you want to do differently when you return to work as a result of this course? 15
    • Exercise Three Best Team Member and Worst Team Member List behaviors of the best team member. List the behaviors of the worst team member. 16
    • Exercise Four Organization Values and Ethics List your organizations values. Give a positive action for each. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 17
    • Exercise Five Presenting Your Ideas Subject Objective Present Situation Proposal Advantages (3) Disadvantages (2) Action 18
    • Exercise Six Training Others (Systematic Teach) What Why How Example Application Evaluation Summary and Next Steps 19
    • Exercise Seven Evaluating Others (Complementary Critique) Agreement Plan Process 1. How do you feel about…? 2. What would you do differently? 3. What else? 4. This is how I feel about…(give your evaluation, positive and negative) of things shared). 5. This is what I need to share. (Share observations, dates and times. Tell what you would continue to do and do differently. Share your expectations for future performance.) 6. Allow response, clarify and confirm evaluation. 7. Set new agreement and plan. 20
    • Exercise Eight Planning Next Steps using Situation Appraisal Situation Owner Customer Action Resources Dates Opportunities Problems Decisions Potential Problems 21
    • Mitchell W. Manning Course Evaluation 600 Dell Street PO Box 635 Robersonville, NC 27871 252-795-3560 landline 252-714-3481 cell manningmitch@aol.com Course Information Name of Participant (optional): Instructor Name: Workshop: Course Date: Mitchell W. Manning Project Management Basics October 21,22,and 23, 2008 Overall ratings How well did the course meet its stated objectives? How well did this course meet your expectations? Course content and structure How understandable was the content? How confident do you feel applying the concepts and skills taught in the course? How do you rate the effectiveness of the presentation materials? How was the length of the course? For this question, please use the following legend: 1 too long. too short, 3 right length, 6 How well do you believe the assessment was tied to the training objectives? Instructor evaluation Overall, how well did the instructor perform? How knowledgeable did you feel the instructor was on this subject? How well did the instructor answer questions? Comments What part of the course did you like the most? What part of the course did you like the least? Were there any topics you wanted to spend more time on? What value do you feel this course brought to your knowledge and skills? In your current position, what will you be able to do better or differently as a result of this course? Please provide any additional comments, suggestions or recommendations. Use the back if needed. Exercise Nine - Evaluating/Giving Feedback 22 6 N/A 5 Excellent 4 Very Good 3 Good 1 Poor Please select a rating as a response to each question. 2 Sufficient Ratings
    • Exercise Ten Summarizing and Closing Using "Active Listening" Key Points 1. 2. 3. Questions 1. 2. 3. Actions 1. 2. 3. 23
    • Exercise Eleven - Self Analysis for Strategic Leadership SELF-ANALYSIS WORKSHEET Source: Baldridge National Quality Award You are in an excellent position to identify your key strengths and key opportunities for improvement (OFIs). Accelerate your project management career journey by doing a selfanalysis of your responses to the seven NQA Criteria Categories using this worksheet. Start by identifying one or two strengths and one or two OFIs for each Criteria Category. For those of high importance, establish a goal and a plan of action Criteria Category For High-Importance Areas Importance High, Medium, Low Stretch (Strength) or Improvement (OFI) Goal What Action Is Planned? By When? Who Is Responsible? Category 1—Leadership Strength 1. 2. OFI 1. 2. Category 2—Strategic Planning Strength 1. 2. OFI 1. 2. Category 3—Customer and Market Focus Strength 1. 2. OFI 1. 2. Category 4—Measurement, Analysis, and Knowledge Management Strength 24
    • Criteria Category For High-Importance Areas Importance High, Medium, Low Stretch (Strength) or Improvement (OFI) Goal What Action Is Planned? By When? Who Is Responsible? 1. 2. OFI 1. 2. Category 5—Workforce Focus Strength 1. 2. OFI 1. 2. Category 6—Process Management Strength 1. 2. OFI 1. 2. Category 7—Results Strength 1. 2. OFI 1. 2. 25
    • Exercise Twelve - Project Management Website Exploring Project Management Institute ProjectManagementBookOfKnowledge Project Management Books http://en.wikipedia.org/wiki/Project_management 26
    • Project Management Communication Work Book Contents: Project Management Worksheets Step 1: Describe the Project Step 2: Write the Project Charter Step 3: Preliminary Project Proposal Questions Step 4: Building Project Support and Getting Buy-in Step 5: Project Resource Planning Step 6: Selling Your Project Step 7: Building External Project Support Step 8: Project Checklist for Strategic Leadership 27
    • Project Management Worksheet Step 1: Describe the Project Who is the sponsor? What is the project, and its scope? Why is the project important? How will the project be managed? What resources are needed? Where and When? Where is the project located? When does the project start and close? Who is on the project leadership team? What are the project roles, responsibilities and accountabilities? What is my assignment? Why am I on the project team? When do I work on the project (start and finish)? Who are my customers? Who do I report to? Where will my efforts be directed? 28
    • Project Management Worksheet Step 2: Write the Project Charter Provide project specific information/data: Include your mission statement, brief description of your project assignment, number of people served, and staff, volunteer and project team data, if appropriate. Describe the need: Clearly, concisely and specifically tell the sponsor why there is a project. Explain what you will do: Describe precisely what will take place as a result of the resources. Provide just enough detail to strengthen the sponsor's interest and support. Overview Needed Resources: Begin with reference to your prior contact with the sponsor, if any. Clearly and concisely state the resources required for completing the project/your assignment. Close: Connect your proposal and mission to the sponsor's mission and interest. Tell how the project outcomes will serve your assignment and the sponsor's interests. Attachments: Budget - Show the total cost of the project. Include future funding only if the absence of the information will raise questions. Project Team List - provided by the Project Planning Team Charter - provided by the Project Planning Team Financial Documentation - provided by Project Planning Team Brief Bios of Key Team Members - include only project related education and experience. 29
    • Project Management Worksheet Step 3: Preliminary Project Management Questions What resources will you need? What capabilities do you, and your project team, have? List Sponsor support for executing the project. List additional support needed, if any, for executing the project proposal. 30
    • Project Management Worksheet Step 4: Building Project Support and Getting Buy-in Identify two or three related major organizational challenges/problems your sponsor is currently facing. Describe how your project/idea relates to or helps resolve these opportunities/problems. Who are the project sponsor(s) and project champion(s), and why? What can these people contribute to executing the project? What role will each person have, and responsibilities and accountabilities? 31
    • Project Management Worksheet Step 5: Resource Planning for the Project Available Resources: Members: List and describe people with special knowledge, skills, and related project experience. Facilities: List and describe needed facilities. Machines: List and describe available needed equipment. Materials: Money: Time: Methods: Needed Resources: Members: List and describe people with special knowledge, skills, and related project experience. Facilities: List and describe needed facilities. Machines: List and describe available needed equipment. Materials: Money: Time: Methods: . Who is needed on your project team? What can these people contribute to executing the project? What role, responsibilities and accountabilities will each person have? What is the project evaluation plan? How will it be used for monitoring and controlling the project? How will it be used for initiating, planning, executing and closing the project? 32
    • Project Management Worksheet Step 6: Selling Your Project Tell how and why your project is unique: Tell how and why your project is timely: Tell how and why your project is urgent: Tell how and why your project is compelling: Tell how your implemented project will capitalize on the organization's strengths: Tell how your project will capitalize on the sponsor's interests/mission/strengths: Tell how your implemented project will address your organizations opportunities/problems/challenges/weaknesses: 33
    • Project Management Worksheet Step 7: Building External Project Support Networking: List organizations/individuals/groups with shared interests in your project outcomes/impact. Personal Contacts: List contacts you have and need to have. Meetings and Conferences: List meetings and conferences to attend where you can meet and talk with people with shared interests and experience about your project. Collaborating People and Organizations: List organizations and contact people. Initial Contact: List and provide contact information for initial contacts. (First contact should be by phone, then letter, email, and visit.) Benefits of Collaboration: List the advantages to these organizations of working with you and your organization on your project. 34
    • Project Management Worksheet Step 8: Project Checklist for Strategic Leadership 1. Confirm Strategic Need by using current year planning process documentation. 2. Draft initial project idea. 3. Assess your individual and organizational capability. 4. Assess the need for the project. 5. Identify and select the funding source(s) for the project. 6. Plan the project. 7. Write the project charter. 8. Gain project approval and commitment. 9. Execute the project. 10. Manage and document the project. 11. Evaluate the project management. Impact in benefits to the Sponsor and Target Population Financial documents (budget, invoices, contracts) Personnel documents (time, salary, benefits, recruiting, hiring, evaluation) Project checklist (goals compared to outcomes) Executive Summary of project plan and project execution schedule. 12. Close the Project. 13. Celebrate 35
    • Mitchell W. Manning, Sr. Chief Priorities Officer, Priorities Limited Mitch is a Glaxo-Wellcome retiree (now GlaxoSmithKline). Positions held during his career are: Lead Chemical Processor, Senior Validation Specialist, Section Head of Employee Involvement (Project Teams), and Section Head of Regulatory and Technical Training. He helped develop the criteria for the Malcolm Baldridge National Quality Award and served two times as an Examiner for the award. He also served two times as an Examiner for the President's Quality Prototype Award. Additional information about Mitch is available on LinkedIn. Other titles by Mitch on SlideShare with free downloads Regulatory Compliance Managing Regulatory Compliance: Responsibility and Accountability for All Levels and All Positions http://www.slideshare.net/FastFix/managing-regulatory-compliance Regulatory Compliance: One Consultant's Perspective http://www.slideshare.net/FastFix/regulatory-compliance-2010-one-consultants-perspective The Ethics of (Regulatory) Compliance http://www.slideshare.net/FastFix/the-ethics-of-compliance Trends In GMP Compliance http://www.slideshare.net/FastFix/trends-in-gmp-compliance-2012 Quality Systems Investigation Technique http://www.slideshare.net/FastFix/quality-systems-investigation-technique Quality Systems Approach Overview http://www.slideshare.net/FastFix/quality-systems-approach-overview Leadership for the FDA Inspection: The Managers' Review http://www.slideshare.net/FastFix/leadership-for-the-fda-inspection-the-manager-review-2195423 Teambuilding for the FDA Inspection: The Employees' Review http://www.slideshare.net/FastFix/team-building-for-an-fda-inspection-the-employee-review Project Management Project Management Basics http://www.slideshare.net/FastFix/project-management-basics-15014809 Project Management Made Simple: Using Quick Connects http://www.slideshare.net/FastFix/project-management-made-simplev2003final-3170477 Project Management Quick Connects: Essential Technical and Behavioral Skills for Project Success http://www.slideshare.net/FastFix/project-management-quick-connects Process Mapping for Systems Improvement http://www.slideshare.net/FastFix/process-mapping-for-systems-improvement Grant Writing: The Project Proposal Work Book http://www.slideshare.net/FastFix/grant-writing-project-proposal-workbook Training Training and Performance Management Guide http://www.slideshare.net/FastFix/training-and-performance-management-guide Corporate Training and Development Catalog http://www.slideshare.net/FastFix/corporate-training-and-development-catalog Corporate Training Documentation: Learning Management Systems Basics http://www.slideshare.net/FastFix/corporate-training-documentation-management Corporate Training for the Management Team http://www.slideshare.net/FastFix/corporate-training-for-the-management-team 36
    • Leadership and Self-Development Time Management: Skills, Tools and Techniques for Taking Control of Your Time http://www.slideshare.net/FastFix/time-managementforprioritieslimited Leadership and Teambuilding Skills: for Enhancing Motivation and Behavior http://www.slideshare.net/FastFix/leadership-and-team-building New Team Leader Work Book: A Guide for New Teams and Newly Appointed Leaders http://www.slideshare.net/FastFix/new-team-leader-workbook Insights Into Work Life Balance: Empowering MegaCorp (the slides) http://www.slideshare.net/FastFix/empowering-mega-corp-slides Insights Into Work Life Balance: Empowering MegaCorp (the fable) http://www.slideshare.net/FastFix/empowering-mega-corp-4956999 Working With People: Six Core Principles http://www.slideshare.net/FastFix/working-with-people What To Say To Build Relationships http://www.slideshare.net/FastFix/what-to-say-to-build-relationships Job Interviews How to Mind Read Your Interviewer: To Get the Job Offer http://www.slideshare.net/FastFix/how-to-mind-read-the-interviewer Learn to Mind Read the Interviewer: To Be Your Best At Job Interviews http://www.slideshare.net/FastFix/learn-to-mind-read-the-interviewer Career Development: A Fifty Year Process http://www.slideshare.net/FastFix/career-development-a-fifty-year-process Job Interview Skills Work Book http://www.slideshare.net/FastFix/interview-skills-clinic-work-book-for-slide-share Job Interview Skills Clinic (the slides) http://www.slideshare.net/FastFix/interview-skills-clinic 37