Project Management Base Camp


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  • A strong project mission statement will help you communicate effectively about your project, hopefully inspiring and engaging stakeholders whose cooperation you will need.
  • Project Management Base Camp

    1. 1. Project Management Base Camp Grab some refreshments, take a seat, name on both sides of your name plate, meet your neighbors! Kevin R. Thomas Manager, Training & Development x3542
    2. 2. What Do You Mean by Base Camp? • In 2 hours we can’t climb the mountain, but we can get oriented to the peaks around us.
    3. 3. Program Outline • Planning – Project mission – Goals – Stakeholder analysis and communication • Implementation – – – – Milestones The Planning Fallacy Work breakdown and dependencies Project team meetings • Completion – After Action Review – Celebration
    4. 4. Let’s Begin at the Ending • Think of a project you were involved in. • Complete the worksheet. • What did you learn?
    5. 5. Definitions • Project: a temporary group activity designed to produce a unique product, service or result. • Project Management: the application of knowledge, skills and techniques to execute projects effectively and efficiently.
    6. 6. Planning • Project Charter – Mission – Goals – Stakeholder Analysis – Others
    7. 7. Project Charter a statement of the scope, objectives, and participants in a project. It provides a preliminary delineation of roles and responsibilities, outlines the project objectives, identifies the main stakeholders, and defines the authority of the project manager.
    8. 8. Project Mission "If you don't know where you are going, you might wind up someplace else." - Yogi Berra • Describes why the project is being undertaken, and the benefits it hopes to achieve.
    9. 9. Example • By developing a robust program of HR Analytics, we can: – Fulfill our role as strategic partners to Harvard Library Leadership by identifying strengths, weaknesses, opportunities and threats with regard to the development of the Harvard Library workforce. – Prioritize and customize HR Programs and services to maximize their value to the organization. – Make powerful impact statements about the nature, volume, and value of our work.
    10. 10. Your Turn! • Write a mission statement for your project. • Pair up and share your statement with your partner. • Get feedback on your mission statement from your partner (strengths, opportunities for improvement)
    11. 11. Project Goals • Goals are the concrete accomplishments that will fulfill the project’s mission.
    12. 12. Project Goal Example • "upgrade the helpdesk telephone system by December 31 to achieve average client wait times of no more than two minutes"
    13. 13. Your Turn! • Write one of the goals for your project. Make sure it meets all of the SMART criteria. • Pair up with someone else, and share the goal you’ve written. • Get feedback from your partner.
    14. 14. Project Stakeholders • Stakeholder: anyone that has an interest in or will be impacted by the project. • Stakeholders have various degrees of power and influence, attitudes towards the project, hopes and fears, strengths and limitations, etc. • Communication is the key to stakeholder management
    15. 15. Your Turn • Complete the stakeholder analysis worksheet. • What did you learn? How will you communicate with this stakeholder based on your analysis?
    16. 16. Other Planning Elements to Consider • Take a look at the rest of the definitions. • Complete Project Charters often describe all of these elements.
    17. 17. Implementation • • • • • Milestones Planning Fallacy Work breakdown and task dependencies Team meetings Managing people
    18. 18. Milestones • Mark the completion of key phases of the project. • Aid in gauging the timeliness of project completion. • Create an occasion for minicelebrations
    19. 19. Example STYLE PATCH & PAINT PACK MOVE 10/26 OPEN HOUSE 11/3
    20. 20. Example TODAY: Buy Boxes and Painting Materials PACK MOVE 10/26 PATCH & PAINT STYLE OPEN HOUSE 11/3
    21. 21. Your Turn! • What are the key milestones of your project, and the deadlines associated with them?
    22. 22. Beware the Planning Fallacy • The first edition of the Oxford English Dictionary was scheduled to take two years to complete... • Five years later they had only reached the word “ant.” • Psych. research has shown we systematically underestimate how long it will take to achieve goals.
    23. 23. Addressing the Planning Fallacy • Others are more accurate at predicting than we are ourselves, so ask a colleague for a time estimate. • Or: – Make a prediction now, later see how accurate it was. – In the future, multiply your time estimate by your personal planning fallacy multiple.
    24. 24. Work Breakdown and Dependencies • Work Breakdown Structure • Dependencies: tasks that cannot be started until other tasks are complete. • Track the task, dependencies, who is assigned, due date, and current status.
    25. 25. Project Team Meetings • With some regularity (daily, weekly, monthly), all team members gather to talk about: – What they have done since the last meeting – What obstacles they may have encountered – What they plan to do by the next meeting • Choose someone to take notes and review action commitments at the end of the meeting.
    26. 26. When They Don’t Do What They’re Supposed To … • People are complicated. • All projects mean change. • “Yes” does not always mean “Yes”.
    27. 27. Your Turn • Think of a time (present or past) when someone didn’t do something they were supposed to do. • Complete the worksheet. • If you answered “Don’t Know”, how could you find out? • If you answered “Yes”, what could you do to influence this factor?
    28. 28. Task Completion • Post Project Review • Celebration
    29. 29. Post Project Review • Why would this be important? • Meet with project team, discuss and record: – What went well – What you might have done differently • Write up into a report for project sponsor
    30. 30. Celebration • Keep the team motivated and looking forward to completion • Leave people with a positive feeling about being on your project team • Plan and budget your celebration like any other part of the project. • Ideally, go to your celebration right after your post project review.
    31. 31. Conclusion • Project Manager is: – – – – – – Cheerleader Team Builder Nudge Politician Time and Resource Engineer Troubleshooter • Every project you manage is an opportunity for you to develop and communicate values: – – – – Accountability Cooperation Communication Resilience
    32. 32. Thank You! • Program evaluation link will be emailed to you today. Kevin R. Thomas Manager, Training & Development x3542