Project Management 101

Project Management Basics
for the Non-Project Manager

www.KelseyCompany.com
® Kelsey+Co.

Overview
•  Introduction
•  What are the phases?
•  Your experiences?
•  Tips for each.
•  What can we learn from them?
+  Initiation
+  Planning
•  What is a project?
+  Execution
+  Closing

Hi! This training was originally
presented to IDEXX
Laboratories, Inc. Contact
Kelsey+Co for more
informaBon on the concepts
presented herein.

® Kelsey+Co.

Introduction

Which 
character are 
you most like 
and why? 
 
How does your 
character 
show up when 
working on a 
project? 
 
 
 

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A project is…

•  A temporary endeavor undertaken to create a
unique product, service or result.
•  Marked by a period of time that has a deﬁnite
beginning and end.
•  One or more people working collaboratively to
achieve the goal, with known responsibilities.
•  Examples of a project:
+  Conducting an analysis and producing a report
+  Taking actions necessary to complete regulatory
requirement by a certain date
+  Developing and releasing a new product

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A project is not…
•  An idea, wish, or dream for how to make something
happen.
•  A loose set of unrelated tasks.
•  Two or more individuals with the same idea working
independently to achieve the same goal.
•  Examples of what a project isn’t:
+  Succession planning and leadership development for a company
(there’s no end date)
+  Records Information Management
+  An FTC investigation or litigation

•  Initiatives are often confused for projects in the corporate
environment. Initiatives are comprised of two or more
projects.

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Project Phases/Stages

Ini:a:ng  Planning (RACI)  Execu:ng  Closing 

Building consensus  Iden:fying the  Re‐assessing SOW 
around project  Carrying out the 
right resources,   comple:on 
purpose and scope  Plan; mi:ga:ng 
for the right 
risks and scope 
tasks/reasons, at 
creep 
the right :me  

Outlining the “as  Reviewing lessons 
is” and “to be”  learned 
states  Communica:ng through 
the right channels the 
right informa:on at the 
right :me 

® Kelsey+Co.


Resulted in
Floundered
Gone something
ly, and
smooth better in the
ta floundered?
withou end?
hitch?

In this exercise, we
looked at parBcipant
experiences to see Never
what they have
already learned about
come to
the diﬀerent phases fruition?
of a project.
Ended
abruptly?

® Kelsey+Co.


1.  Building consensus around project 
purpose and scope. 

Imagine your project is
a box. What color is the
box?

Every stakeholder has
an opinion. As a
project manager, you
need to hear and know
them all.

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2.  Outlining the “as is” and “to be” states. 

GAP
in
Knowledge,
Skill
/Or
Technology

As Is State To Be State

THE PROJECT
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•  What will it take to close the gap? 
GAP •  New knowledge? 
in •  New processes?  
Knowledge, •  New procedures? 
Skill
•  New technology? 
/Or
Technology
•  What steps need to be involved to close 
the gap? 
•  Who needs to be involved? 
•  Who is ul:mately responsible for closing 
the gap?  

THE PROJECT

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Iden:fying the right resources,  for the right tasks/
reasons, at the right :me.  

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Responsible – The “doers” of the work. The
individual(s) who actually completes the task.
Accountable – The ultimate decision
maker. There can only be one “A” per task. (An
“A” can also be an “R”.) The “A” is the
individual who is ultimately responsible for
making the decision. For making the best
decision, the “A” should think through who
should be consulted and informed.

While MS Project has
Consult – Two-way communication to gain
important perspective, before the decision is
its place, much can be
made.
achieved and kept on
task using a more Inform – One-way communication to
simple approach! impacted individuals.
Here we explored the
RACI method.

® Kelsey+Co.


Project Manager

You are responsible for how
Subject Matter Expert Key 
the project unfolds, attending Sponsor(s) 
to the scope,
You provide your
Key Stakeholders “R, A, C” 
the resources, in a assignment
expertise the matter
and breakdown of project.
concerning the tasks, and
You areSponsor in
Key involved
status updates. and
project in some capacity
have (You dothe greatest in
You have not need
an invested interest
Steering Committee
investmentitinassigned:
toTypicallyunfolds.
be invested in how
how the outcome
and A and/or R
the hold theunfolds. )
project fiduciary Steering  Project  Key 
YourTypically assigned:
role is to provide input
responsibility. The buck stops CommiVee  Manager  Stakeholders 
and direction.
with Typically assigned:
you.R, C setI.the goals
You or “R, C, I”  “R, A C, I” 
C or I.
and vision for the project/
“A” 
Typically assigned:
endeavor.
C or I, is some cases R.
Typically assigned:
A, C, or I. R if you need to be
active in the endeavor
because of resource SMEs 
limitations. “R, C, I” 

® Kelsey+Co.


Execu:ng 
•  Carrying out the Plan; mi:ga:ng risks and scope creep 
•  Paying aVen:on to the inputs/outputs  
Team Mbr Team Mbr Team Mbr Team Mbr Team Mbr Team Mbr
ParBcipants Status Timeframe /Role /Role /Role /Role /Role /Role
Ann   Margaret  
TASK DESCRIPTIONS   S O N D Q1 Q2 Q3 Q4 SC  Nolan  Kelsey  IT SC  IT PM  Consultant 
Confirm consultant engagement  1  X  X X I  A  R  I  I  I 
Hold kick‐off to confirm scope of 
services/resource assignment for 
phase of project  1          X        I  A/R  C  I  I  A/R 
Formalize all processes across all 
opera:ng units 
Develop tools and templates to 
2    X I  A/R  C  I  I  A/R  Let’s look at a
assist in execu:on 
Develop protocols and other 
2          X        I  A/R  C  I  I  A/R 
RACI example,
up close!
reference materials for use by 
Team Mbr Team Mbr
Legal when implemen:ng DRP  2    Team Mbr
X I  A/R  C  I  I  A/R 
/Role /Role
Build central repository for 
collec:on and preserva:on of 
/Role
informa:on under Legal Hold  2      X I  A/R  C  I  I  A/R 
Establish common data format 
for all produc:ons  2          X        I  A/R  C  I  I  A/R 
SC 
Create a list of formal  Jane  John 
requirements for outside counsel 
and e‐discovery vendors  2          X  X      I  A/R  C  I  I  A/R 
Create Discovery Response 
I  A 
Team, roles and responsibili:es  2           R 
X  X      I  A/R  C  I  I  A/R 
Draa discovery agreement 
limi:ng opposing counsels' use of 
produced materials to specific 
maVers  2           X  X      I  A/R  C  I  I  R/C 
Train IDEXX Legal and IT in use of 
I 
DRP materials, workflows,  A/R  C 
templates  0          X  X      I  A/R  C  I  I  C 

I  A/R  C 

® Kelsey+Co.


Key 
Communication is key Sponsor(s) 
in the effectiveness of $$$ 
any project.

Project 
Steering  Manager  Key 
CommiVee  Stakeholders 
“A” 

SMEs 

® Kelsey+Co.


Look at your own pictures
and please keep them
hidden from others.

Study your own picture; it
may have important
information to help solve a
problem.
At this point in the
training, we broke for
a liWle experienBal Challenge: Sequence the
exercise to bring pictures in the correct
home the importance
of communicaBon.
order without looking at
one another's pictures.
 

® Kelsey+Co.


What did you notice or learn about
your own communication style?

What bearing does this have on how
you participate in a project?

How do you feel/think about
organizing things with others?
 

® Kelsey+Co.


In-Person Mtg
Content Complexity

Use to build rapport, 
collaborate and build 
consensus.  
Phone Calls

Use to bring more 
aVen:on to a 
maVer; get more 
involvement or 
Email commitment.  

Use for scheduling 
tasks; making 
appointments;  Impact of Message
conﬁrming what’s 
been agreed to; 
sharing documents.  

® Kelsey+Co.


LOGOS/
THOUGHT:

Logic and/or reason applied

ETHOS/
PATHOS/ ACTION
FEELING
Character, authority,
Passion credibility

Projects run more smoothly
when these are in balance.

® Kelsey+Co.


What impact
will this project have?
How will this
improve things?

Who is at
Does this project the helm?
makes sense?   Do they have the
Why are we doing experBse to guide the
this? project?

® Kelsey+Co.


TOO MUCH LOGOS TOO LITTLE
•  Project coming to a 
•  Too much planning. 
stands:ll. 
•  Over duplica:on of eﬀorts.  
•  Confusion. 
 
•  Striving for perfec:on. 
•  Jumping ahead of 
 
schedule. 
 
 
•  “Analysis  ‐ 
 
Paralysis”:   
 
•  Missing 
opportuni:es by not 
taking risks to 
achieve outcomes. 

 

 
 
 
® Kelsey+Co.


TOO MUCH ETHOS TOO LITTLE
•  Bloated scope.  •  Unclear 
project 
•  Complicated and  direc:on and 
complex plans.  ownership. 

•  Too many cooks  •  Poor 
in the kitchen.  u:liza:on and 
assignment of 
•  Revisi:ng prior  resources. 
decisions over 
and over.  •  Not applying 
  lessons 
learned. 
   
   
 

® Kelsey+Co.


TOO MUCH PATHOS TOO LITTLE

•  Over‐aVachment to  •  Not caring about 
outcomes versus  the quality of the 
process.  end results. 

•  Unrealis:c  •  Project malaise/
expecta:ons of self  apathy. 
and others. 
•  Lack of 
•  Pressure to produce  mo:va:on to 
too fast.  bring project to 
frui:on. 
•  Irra:onal    
hires or ﬁres.   
 
 

® Kelsey+Co.


ASK   TELL  
ANALYZER  DRIVER 
Seldom uses voice to emphasize ideas  Emphasizes ideas by tone change 
Expressions and posture are quiet and non‐intrusive  Expressions are obvious 
Deliberate, studied or slow in speech  Quick, clear, and fast paced 
TASK 

Asks ques:ons more oaen than makes statements  Makes statements more oaen than asks 
Tends to lean backwards 
ques:ons 
Decisive, lets one know what is wanted 
Tend to lean forward to make a point 

Communica:on  
Styles 
SOCIALIZER  SUPPORTER 
Animated, uses facial expressions  Reserved 
Ac:ons open or eager  Ac:ons controlled or careful 
PEOPLE 

Limited expression of facts  Wants facts and details 
Friendly gaze  Eyes serious 
Hand gestures, palms up, open  Limited use of hands 
Shares personal feelings  Limited expression of personal feelings, 
Tell stories, makes small talk  storytelling or small talk 
Shares informa:on about tasks 
Credit: Ins:tute for Civic Leadership  Interac:on Associates 

® Kelsey+Co.


•  Sponsor disagreement
•  Scope creep
•  Quality issues
•  Stakeholder fatigue
•  Negative mind
To ensure a
successful +  This project will never end!
project, pay +  This project stinks.
aWenBon to +  This person isn’t doing their job/part.
these potenBal
pi`alls. •  Right people - wrong technology
•  Right technology – wrong people
•  Vendor relationships
•  Failure to think about the audience.

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Closing 
•  Re‐assessing SOW comple:on 
•  Reviewing lessons learned 

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Coda


Building consensus  Iden:fying the  Re‐assessing SOW 
around project  Carrying out the 
right resources,   comple:on 
purpose and scope  Plan; mi:ga:ng 
for the right 
risks and scope 
tasks/reasons, at 
creep 
the right :me  

Outlining the “as  Reviewing lessons 
is” and “to be”  learned 
states  Communica:ng through 
the right channels the 
right informa:on at the 
right :me 

® Kelsey+Co.

Is your organizaBon or team struggling to
complete projects on Bme and within budget?
Are your resources tasked with project
management, but lack the proper training?

Consider a custom project management
training with Kelsey+Co.
Contact:
Margaret@KelseyCompany.com

® Kelsey+Co.

Project Management 101

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