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The Five C’s of Project Management

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A presentation for project managers that are frustrated with whatever the "latest and greatest" project management method fails to deliver. This is Project Management 101, getting back to basics. If you can't relate to the Five C's of Project Management, then you probably won't be a very good PM.

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The Five C’s of Project Management

  1. 1. The Five C’s of Project ManagementDeveloped and Presented by: Jim Soltis, PMP
  2. 2. Purpose and Objectives The purpose of this presentation is to disengage project management acceptance and delivery from the hollow promise of buzz words and quick fixes by utilizing the skills we already possess. The objective is to draw project management processes back towards the center, to a place that makes sense, is practical, doesn’t require new tools or investments to deliver, and is focused on practices that every project manager should inherently understand and embrace.
  3. 3. The Five C’s Communicate Collaborate Coordinate Clarify Control
  4. 4. Merging Concepts for Success The Origin of the Five C’s  Six Sigma – DMAIC  Define the problem, the voice of the customer, and the project goals, specifically.  Measure key aspects of the current process and collect relevant data.  Analyze the data to investigate and verify cause-and-effect relationships. Determine what the relationships are, and attempt to ensure that all factors have been considered.  Improve or optimize the current process to create a new, future state process.  Control the future state process to ensure that any deviations from target are corrected before they result in defects.
  5. 5. Merging Concepts for Success The Origin of the Five C’s S  Sorting - Eliminate all unnecessary tools, parts, and instructions.  Straightening or Setting in Order - Arranging tools, parts, and instructions in such a way that the most frequently used items are the easiest and quickest to locate.  Sweeping or Shining - Clean the workspace and all equipment, and keep it clean, tidy and organized.  Standardizing - All work stations for a particular job should be identical.  Sustaining the Practice - Maintain and review standards.
  6. 6. Process Similarity and Focus The Five C’s, Six Sigma and S processes are not directly related. However, they have a similar focus and objectives (end results).  Ensuring that goals are clearly understood  Ensuring that parameters are clearly defined  Repeatability and standardization  Quantification and analysis  Corrective actions with a focus on quality  Optimization, improvement and sustainability
  7. 7. Step One - Communicate Exchange information and ideas Market / Promote the desired result Build trust through transparency Maintain positive relations Publish the goals Stay engaged(Define)
  8. 8. Step Two - Collaborate Work together across organizational, functional and technical boundaries Create awareness by developing a process stream map Develop efficiencies by partnering Share the load where possible Teamwork
  9. 9. Step Three - Coordinate Develop and arrange the project plan in a logical and efficient order Explain the project plan elements to all stakeholders and team members Describe the relationships and logic between the plan elements Set milestones and discuss the steps needed to achieve success This is not Agile, Scrum or Waterfall – this is being flexible, adaptive, and using what works(Sorting, Straightening / Setting in Order)
  10. 10. Step Four - Clarify Ensure that goals are clearly understood Ensure that parameters are well defined Describe what success looks like Remove all ambiguity from goals Keep it simple – do not risk productivity by over planning and tracking useless activities(Sweeping / Shining, Standardizing)
  11. 11. Step Five - Control Drive task progress and update status Plan for risks by developing contingencies Quickly identify bottlenecks and threats Implement corrective actions without delay Maintain a forward moving pace by focusing on achieving milestones(Measure, Analyze, Improve, Sustaining)
  12. 12. Conclusion Do we need special applications to deliver the Five C’s of Project Management? NO Do we have to hire consultants to deliver the Five C’s of Project Management? NO Is there a certification needed to deliver the Five C’s of Project Management? NO Is there a special vocabulary that defines the Five C’s of Project Management? NO Is there an expected risk for not following the Five C’s of Project Management? YES!
  13. 13. The Dreaded Sixth C CHAOS!

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