Kepner Tregoe Developing Your Hr Project Management Skills

Developing Your HR Project Management Skills Stamford Grand North Ryde – 27 November, 2009 David Byrum, Managing Partner Chris Geraghty, Partner KT Australia KT Australia

Outline of Presentation • Introduction to Kepner-Tregoe • What does Kepner Tregoe do? • Our Foundation Technologies • Why do we need Project Management? • KTs Approach to Project Management 130-20-P281607 Copyright © 2007 Kepner-Tregoe, Inc. All Rights Reserved 2

About Kepner-Tregoe • Founded in 1958 by Charles Kepner and Benjamin Tregoe. • International Consulting Company servicing 44 countries in 14 languages. • Our people are Engineers and Science graduates who have held line management positions. • Brand Recognition established in the areas of Problem Solving, Decision Making, Risk Management and Project Management. • Our Strategic Focus is to configure our proprietary processes into application models which deliver measurable and sustainable improvements for our clients in asset utilization, unit cost reduction and project execution. 130-20-P281607 Copyright © 2007 Kepner-Tregoe, Inc. All Rights Reserved 3

What We Do… Training: • Problem Solving & Decision Making • Project Management • Lean Manufacturing & Office • Six Sigma – Green & Black belt Short Term Consulting: • Problem Solving facilitation • Decision Making facilitation • Project Planning facilitation Result Based Consulting: • Project Management • PMO Implementation • Unit Cost Reduction • Lean / Six Sigma implementation • Shutdown Management 130-20-P281607 Copyright © 2007 Kepner-Tregoe, Inc. All Rights Reserved 4

Need Solution Cycle Problem Decision Analysis Analysis Cause & Effect Solution Analysis Design Potential Performance Problem & Systems Make it Opportunity Work Analysis • Performance Awareness System Solution of Need Engineering Implementation • Managing Situation Involvement Appraisal Project Management Check for Results

The Role of Rational Thinking How does Rational Process Help: - • Focus on Getting it Right at the Start • Provides a Common Language • Repeatable and Auditable • Builds Commitment • Time and Performance Based • Data Driven • Allows effective communication • Allows Execution and Follow-Up

Group / Table Activity 1. Write down 5 things about your worst project experience 2. Write down 5 things about your best project experience 3. What confuses you about projects / project management? Instructions: • Work within groups • Summarise your thoughts • Be prepared to discuss • Time allocation = 10minutes

Is this your business? • Starting a project only to discover that the project is not clearly defined • More work is continually added to the project plan • Projects continually run over time and budget • Resources working on non-value adding tasks • Project selection not based on data • Poorly defined measures of success • Project plans lack sufficient detail to monitor progress • Lack of consequences for failure to meet deadlines

The Delivery Gap To remain competitive, organisations have to Rate of change have the capability to deliver more change of greater scope more quickly and effectively than ever before. Requirement to deliver Is your ‘Delivery Ability’ keeping pace with your need to change - or are Ability you experiencing ‘The to deliver Delivery Gap’ Scope of Change Copyright © 2006 Kepner-Tregoe, Inc. All Rights Reserved 12

Where should projects come from? Project Ideas, Market Changes, •Analyse Business •Strategy formulation Environment, •Plan Analysis, Strategy •Implement New Technology •Monitor & Update Operational Business Plan 1.Decision Making Issues 2.Risk Management Projects Project Management Copyright © 2006 Kepner-Tregoe, Inc. All Rights Reserved 14

The Critical Success Factors Project Birthing Project Portfolio Organisation Management Project Project Roles Reporting Project Project Culture Process Copyright © 2006 Kepner-Tregoe, Inc. All Rights Reserved 16

Project Management

State the Project Establishing the project boundaries To help define, plan and control the project Appraise project background , likely constraints, priority, and worth Decide on a short statement • Action and End Result • Time • Cost Be prepared for lengthy discussions Keep the project statement visible

Develop Objectives Describing results and constraints to be considered throughout the project To guide project work and decisions Ask: • What value should this project produce? • What short and long-term benefits do we want? • What constraints do we face? • What requirements must be met? • How will we know when we satisfy each objective? (measure and standard) Write a list of short statements Compare objectives to original concerns Obtain sponsor approval

Develop Work Breakdown Structure Documenting how work will be organised To act as basis for costing, planning, monitoring and control Ask: • What are the major outputs of this project? • What are the components of ….? • How will the objectives be achieved? • How should work be organised to ease planning & control? Develop a chart or outline Check that work supports the objectives

Group / Table Activity What are the objectives for your Christmas party? Instructions: • Work within groups • Summarise your thoughts • Be prepared to discuss • Time allocation = 10minutes

Project Success Factors • Project team commitment • Accurate initial cost estimates • Project team capabilities • Funding throughout the project • Effectiveness of planning and control • Minimum start-up difficulties • Task Vs Social orientation of the team • Absence of bureaucracy • Project manager on site • Clear criteria for success

Thank You - What Questions do you have? dbyrum@kepner-tregoe.com Mobile: 0416 199 477 cgeraghty@kepner-tregoe.com Mobile: 0410 416 132 130-20-P281607 Copyright © 2007 Kepner-Tregoe, Inc. All Rights Reserved 23

Project Management Capabilities PROJECT MANAGEMENT TECHNICAL PEOPLE SOFTWARE SKILLS SKILLS SKILLS DEFINITION - STOP PERFORMANCE MANAGEMENT SPEED PLANNING - GET READY INFORMATION MANAGEMENT MAKE LIFE EASIER IMPLEMENTION - GO INVOLVEMENT PROJECT LOGIC COMMUNICATION

Learning Design Systematic Teaching Process Learning Design (1) Definition (What) (1) Learn Discussion- Discussion-based (2) Purpose (Why) instruction: - Lecture (7) Transition to - Q&A Next Concept (3) Method (How) - Examples (4) Example (Concept in Use) (5) Test for Understanding (3) Apply (2) Practice Use of concepts on Scenario- Scenario-based cases: real projects: - Practice each part of (6) Build Relevance - One-on-one the process coaching - Vary learning modes - Opportunities for - One-on-one coaching peer feedback Copyright © 2006 Kepner-Tregoe, Inc. All Rights Reserved 25

The Role KT Plays in Project Management Training Interventions: • Public Sessions • In House Sessions • Targeted / Result Based In House Sessions with Follow-Up • Internal Facilitators & Program Leaders Project Consulting Support : • Optimal Project Portfolio Design & Execution • Establishment of Project Management Office (PMO) • Establishment of Project Reporting • Project Management of specific initiatives to drive step change • Institutionalise the Project Management Process Copyright © 2006 Kepner-Tregoe, Inc. All Rights Reserved 26

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Kepner Tregoe Developing Your Hr Project Management Skills

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