Ask people to their top 3 so you know what their priorities are. Spend more time on the parts that are important to them if possible. Hang a list up of what they are so everyone can keep an eye on it.
Projects aren’t the way they used to be with a dedicated project manager and a dedicated team. Everyone has their own pile of projects, and the play multiple roles on each. Everyone needs everyone else to do their project. Very matrixed. Now they are more like flashmobs; people coming together temporarily to do something that some people will love and some people will hate, and then disperse.
:10Opening Exercise: Think about a project that they will to work on in class. Give them 2 minutes to write down all the Stakeholders possible for their project (list). A stakeholder is just A FUNCTIONAL ROLE in the business for someone that you will need to work with. An example might be “LEGAL”. Ask them to pair up with someone NOT AT THEIR TABLE and combine their lists into one listAsk the pair to pair up with another pair, and combine their two lists into one listShare the lists – the ‘quad’ who has the highest number of UNIQUE stakeholders (that no other group has) will win fab merchandise. Add the list to Page 6 as they share.
RU S SE L L M A RT I NA S S O C I A T E S&Page 8What is a Methodology?A repeatable series of tasks or set of practicesgrouped into phases to create or do something.Includes:• Tasks with a recommended order• Milestones (usually Phases that are done)• Supporting Tools• Implied Skill Sets
RU S SE L L M A RT I NA S S O C I A T E S&Page 9ADDIE (Instructional Systems Design)2/3 duration 1/3 duration
RU S SE L L M A RT I NA S S O C I A T E S&Page 10Steps to Great DevelopmentPROCESSMaintainAnalyze thebusinessneed /projectobjectivesDesign asolutiongiven currentconstraintsBuild theSolutionRoll Out theSolutionEvaluateSuccessAnalyze Design Develop Implement Evaluate
RU S SE L L M A RT I NA S S O C I A T E S&DefineSTARTPage 11Steps to Great Projects: DEFINEAnalyze thebusinessneed /projectobjectivesAnalyzeBusiness ObjsRolesScopeProject ObjsRisk/Constraints
RU S SE L L M A RT I NA S S O C I A T E S&Define PlanSTARTPage 12Steps to Great Projects: PLANAnalyze thebusinessneed /projectobjectivesDesign a solutiongiven currentconstraintsBuild theSolutionRoll Out theSolutionAnalyze Design Develop ImplementBusiness ObjsRolesScopeProject ObjsRisk/Constraints
RU S SE L L M A RT I NA S S O C I A T E S&Define Plan ManageSTARTPage 13Steps to Great Projects: MANAGEAnalyze thebusinessneed /projectobjectivesDesign a solutiongiven currentconstraintsBuild theSolutionRoll Out theSolutionAnalyze Design Develop ImplementBusiness ObjsRolesScopeProject ObjsRisk/ConstraintsTasks to be done ADAPT aschangeoccurs
RU S SE L L M A RT I NA S S O C I A T E S&Define Plan Manage Review ENDSTARTSteps to Great Projects: TraditionalPROCESSMaintainAnalyze thebusinessneed /projectobjectivesDesign a solutiongiven currentconstraintsBuild theSolutionRoll Out theSolutionEvaluateSuccessAnalyze Design Develop Implement EvaluateBusiness ObjsRolesScopeProject ObjsRisk/ConstraintsTasks to be done ADAPT aschangeoccursEvaluatePROJECTandLEARNINGPage 14