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Mastering Project Management

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Base Ingredient's Slides from Mastering Project Management - 19 August 2009

Base Ingredient's Slides from Mastering Project Management - 19 August 2009

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  • 1. Mastering Project Management Base Ingredient for Infoxchange www.baseingredient.com
  • 2.
    • “ Luke: What's in there? Yoda: Only what you take with you.”
  • 3. Today’s Program
    • 9-10.30am
    • Overview of the theory and practice of project management, from design to evaluation;
    • Project design
    • Project Planning
    • Implementation
    • Evaluation, Review and Reporting
    • Identifying ‘roadblocks’ in planning and implementation phases;
    • Identifying tools and processes to address roadblocks
    • Blue Ocean activity….grouping projects into red and blue oceans in the non-profit sector.
    • 10.30-11am Morning Tea
    • 11-1.15pm
    • Change to Scope
    • Managing Multiple Projects
    • Leading Teams for Project Managers
    • Trouble shooting human capital issues
    • Professional development plans for Project Managers
    • Table based challenge
  • 4. Program (cont.)
    • 1.15 – 2.00pm Lunch
    • 2-4pm
    • Advanced integrated communications planning and delivery
    • Advanced stakeholder engagement including client management/stakeholder management systems;
    • Mapping intellectual, social (network) human and physical capital within existing projects
    • The art of project evaluation (Master Chef)
  • 5.  
  • 6. Daniel Donahoo
    • Managed Communications & Stakeholder Relationships for Disability Learning and Development Project (8 mil. over 3 years)
    • NSW Young Parents Forums for NSW Department of Community Services
    • Express Media (Youth Media Organisation) Strategic Plan
    • Loddon Early Childhood Intervention Central Enrolment Project
    • Victorian Aged and Community Care Federal Election Campaign
    • Best Start - Robin Vale - Loddon Mallee Region
    • Box Hill Community Arts Centre Festival
    • Eltham Festival
  • 7. Leah Sertori
    • Schools First, Australia’s largest corporate/education partnership $30m over three years
    • CEO of Australia Cares 2007 &2008 management of 11 Projects
    • Pride and Profile in Public Education, Foundation for Young Australians
    • I Am Australian Education for Bruce Woodley
    • Digital Inclusion (Corporate Engagement) with Infoxchange Australia
    • Our Enterprising Community Castlemaine
    • Goldfields Career Education Festival 2006
  • 8.  
  • 9. What is a Project?
    • A project is a temporary endeavor, having a defined beginning and end, undertaken to meet particular goals and objectives, usually to bring about beneficial change or added value.
    • The temporary nature of projects stands in contrast to business as usual (or operations) , which are repetitive, permanent or semi-permanent functional work to produce products or services.
    • In practice, the management of these two systems is often found to be quite different, and as such requires the development of distinct technical skills and the adoption of separate management.
  • 10. Project Management Score Card
    • For each phase of project management we walk through in the next session, please jot down responses to the following
    • My organisation’s capacity 1……………….5……………………10
    • My personal capability 1……………….5……………………10
    • The ‘roadblocks’ that commonly crop up at this stage include:
  • 11.
    • Project Design
    • The Big Idea
    • Can be the culmination of many years of thinking about a particular issue
    • Often comes from one leader
    • The role of project manager is to track for clear drivers
    • What is the need for the project?
    • Who will benefit?
    • Why should this organisation run the project?
    • Who are the partners we should recruit to help deliver the project?
    • How much will the project cost?
  • 12.  
  • 13.
    • Project Planning
    • Background
    • Alignment to org’s vision, goals, strategic plan
    • Project Outcomes
    • Project Outputs
    • Evidence Supporting the project
    • Measures of Success
    • Risk Management
    • Stakeholder engagement
    • Communications Plan
    • Governance Arrnagements
    • Reporting
  • 14.
    • Project Implementation
    • Building the project team
    • Development of milestones
    • Performance measures
    • Allocation of responsibility
    • Set goals
    • Describe activities undertaken to achieve goals
    • Allocate timeframes to each goal
    • Revise the implementation plan with the project board
    • Validate timeframes
  • 15.  
  • 16.  
  • 17. Change of Scope
  • 18.  
  • 19. Leadership & Management
  • 20. Leading Others
    • Tools that enrich our development as project managers
    • Peer based learning across the CSO sector
    • Tailored Professional Development Programs
    • Peer based performance review
    • Professional literature circles e.g. Gardner’s Five Minds for the Future.
    • Leading others involves:
    • Influencing, communicating
    • and coaching for increased
    • staff performance
    • Leader as Coach
    • Brain Preferences
    • Power, Influence and Politics
    • Leader as Teacher and Communicator
  • 21. Knowing and managing self
    • Enhancing your effectiveness
    • as a leader
    • Personal Values
    • Social Motives
    • Emotional Intelligence
    • Political Intelligence
    • Tools to deepen our understanding of self …….
    • Tools to build self awareness and control……..
  • 22. The Enneagram
  • 23. Teamwork and Collaboration
    • Understanding multiple perspectives on team dynamics and collaboration
    • Team Effectiveness
    • Personality in Teams
    • Team Connections
    • Tools that facilitate improved
    • teamwork and collaboration:
    • Myers-Briggs
    • 4-MAT, learning preferences
    • Hermann Brain Dominance
    • Belbin’s Team Roles
  • 24. The Challenge……….
    • Imagine you have just secured the role of Project Manager for the Wired Community@Collingwood Project. The CEO and your line manager hand you the beginning of a project plan and explain you are now accountable for the project implementation.
    • The timeline for delivery of the project is very tight.
    • Based on the objectives, deliverables and budget included in the project plan, you believe the project will require a team of 3 staff EFT.
    • Each table will be given one area of responsibility for ‘building the team’ required to deliver the project. At the end of the challenge, each team will present the steps involved in each phase to the ‘project sponsor’ Daniel…….
  • 25. Table based challenge
    • Table 1:
    • Chart the first step of the recruitment process……role design…. using a Gaant for the Wired Community@ Collingwood Project.
    • Table 2:
    • Chart the recruitment process itself….from advertising to interview. Write the interview questions for each role.
    • For both tables, identify potential risks & report to the board on your progress
  • 26. Challenge (cont.)
    • Table 3:
    • Chart the process of inducting your team. How will team members be brought onto the project, how will you inform them of the performance measures included in the project? How are you building a positive culture and climate within the team?
  • 27. Challenge (cont.)
    • Table 4:
    • Implementation and Performance Management
    • How will you track the progress of your team throughout the next six months?
    • What tools/processes will you make use of? If meetings…describe how….what’s on the agenda?
    • How will you measure and report on success?
    • Write up your approach for board endorsement.
  • 28. Challenge (cont)
    • Table 5:
    • Evaluation of Management style
    • Feedback from the team
    • Describe how you plan to gather feedback from your project team.
    • What tools and processes will you implement to gather feedback?
    • Who is the feedback for?
    • How will the feedback be used to improve your knowkedge and management of self?
  • 29. Team Development and Performance Management Project Description
    • Objectives
    • Scope:
    • Deliverables:
    Governance and Project Management Governance . Project Management Q3 Q2 Q1 Q4 Timelines (2006-2007)
  • 30. Collaboration options with ACF Project Description
    • Objectives
    • For ACF and AC to explore a closer relationship and seek an independent assessment of the potential benefits and risks of collaboration
    • Scope:
    • The extent of the potential closer collaboration could range from a full merger to an agreement to work together on mutually beneficial projects to agreeing no value exists for each to work together beyond a relationship of respectful support.
    • Deliverables:
    • A report provided to the board of Australia Cares as to the findings and recommendations of the review
    Governance and Project Management Governance Peter Stumbles is leading a team of Bain and Co consultants who have been engaged pro bono to conduct the required research working to the CEO’s of the 2 organisations. Project Management Peter Stumbles & Team from Bain & Co x Analysis of community services provided by each x Make presentations to both boards x Consider collaboration options x Consider adjacency opportunities and assess overlap x ACF & AC core business profile explored Q3 Q2 Q1 Q4 Timelines (2007-2008)
  • 31. Mapping project capital
    • Intellectual Capital………………..
    • Social Capital ………………….
    • Human Capital………………………………….
    • Physical Capital …………………….
    • Brand Capital (reputational)……………………..
  • 32.  
  • 33.