Changing the way we work –delivering impact through better      project management  Andrea Bradley and Martin Locock
Structure• Introduction: Management theory or  therapy?• What is a Project?• How Projects go wrong Break• What is Project ...
Aims• Understand management and project  management• Review current behaviour and attitudes• Reflect on practice• Create a...
Learning outcomes• Understand how working style affects impact of their  work• Understand key principles of project manage...
Ground rules•   What happens in Vegas . . .•   Honesty•   Respect•   Commitment
Management theory or therapy?
• All professional development is personal  development
• Welsh Government training• Senior and middle managers from public  bodies: LAs, Fire, Health, Police• Strategy, planning...
Self assessment
Self assessment•   Dunning-Kruger effect•   Don’t ask don’t tell
Exercise• 3a What was the highlight or most intense  experience in the last year? (to be shared  with group)• 3b What are ...
Conclusions• Our jobs dont define us• We choose what matters to us• Our actions make a difference
Conclusions• Our jobs dont define us• We choose what matters to us• Our actions make a difference
Themes•   Analysis•   Communication•   Reflection•   Self-awareness•   Focus
Project Management
before we start           Project Management•project management has its own language and canseem intricate/contrived•it ta...
what is a project?        Project Management• delivers change• temporary roles/organisation focussed on  delivery• unique•...
how do projects go wrong?        Project Management• Pre-course Exercise 1: why projects fail
how do projects go wrong?        Project Management• lose focus, get bogged down or distracted• responsibilities not clear...
what is project management?(think of it as a formal discipline with a theory, like teaching or business             Projec...
the importance of control (!)           Project ManagementPLAN                             CONTROL*DELIVER*of what, why, f...
principles of project management        Project and MoRPHE would agree)          (Prince 2® Management1. focus on outcome ...
processes of project management            Project Management             1. continual focus on outcome•   Exercise 4: Dep...
processes of project management          Project Management      2. understand roles and responsibilities• The Director (P...
processes of project management            Project Management        2. understand roles and responsibilitiesExercise 5: d...
processes of project management    2. understand roles and responsibilities• Exercise 6: communication• How is communicati...
processes of project management          Project Management             4. manage by stages• At each stage the PM reports ...
processes of project management          Project Management          5. manage change ‘by exception’                   (or...
processes of project management           Project Management       6. ‘fingertip’ control of time and budget• The project ...
processes of project management         Project Management         7. forecast risks and opportunities• Risks and opportun...
Changing the way you work•   Analysis•   Communication•   Reflection•   Self-awareness•   Focus
AnalysisTheirs not to reason why,Theirs but to do and die:Into the valley of DeathRode the six hundred
Analysis•   5 Whys•   Root cause analysis•   Firefighting > Continuous improvement•   Can be trivial•   Simple solutions• ...
Communication•   ‘Black box’•   Feedback and feed forward•   Strengthen the positive•   The power of unexpected praise
Reflection• Post-activity review• Lessons learned• Daily routine
Self-awareness“We take a handful of sand from the endless  landscape of awareness around us and  call that handful of sand...
FocusIf multi-taskingIs a skill we need, then soIs single-tasking
Focus•   Set goals and limits•   The power of lists•   Remove distractions•   Zen break
Follow up• PRINCE2• MoRPHE• 10 simple steps to better archaeological  management website• BIPC project management training...
Action plan“The place to improve the world is first in  ones own heart and head and hands, and  then work outward from the...
Action plan• 5 things to change about your own  behaviour
Action plan• 3 questions to ask about your organisation
Action plan• Swap details and arrange to check up
Feedback• mlocock@gmail.com
Changing the way we work: delivering impact copyright
Changing the way we work: delivering impact copyright
Changing the way we work: delivering impact copyright
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Slides for project management workshop at IfA Conference for Archaeologists 2013, prepared by Martin Locock and Andrea Bradley

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Changing the way we work: delivering impact copyright

  1. 1. Changing the way we work –delivering impact through better project management Andrea Bradley and Martin Locock
  2. 2. Structure• Introduction: Management theory or therapy?• What is a Project?• How Projects go wrong Break• What is Project Management?• Changing the way you work• Action Plan
  3. 3. Aims• Understand management and project management• Review current behaviour and attitudes• Reflect on practice• Create action plan
  4. 4. Learning outcomes• Understand how working style affects impact of their work• Understand key principles of project management: focusing on impact, need for defined product, importance of roles, and benefit of structured communications• Understand planning a project including defining product and breaking a project into tasks• Be aware of how project team should be developed• Know how to cope with project change• Know how to control the programme and cost of a project• Understand how to work with project risk• Know what they need to do to change the way they work
  5. 5. Ground rules• What happens in Vegas . . .• Honesty• Respect• Commitment
  6. 6. Management theory or therapy?
  7. 7. • All professional development is personal development
  8. 8. • Welsh Government training• Senior and middle managers from public bodies: LAs, Fire, Health, Police• Strategy, planning, organisational change• Emotional Intelligence, reflection, creativity, soft power, empowerment, self awareness
  9. 9. Self assessment
  10. 10. Self assessment• Dunning-Kruger effect• Don’t ask don’t tell
  11. 11. Exercise• 3a What was the highlight or most intense experience in the last year? (to be shared with group)• 3b What are the 3 most important things in your life? (not shared)• 3c What was the single best decision/action in the last year? (to be shared with neighbour)
  12. 12. Conclusions• Our jobs dont define us• We choose what matters to us• Our actions make a difference
  13. 13. Conclusions• Our jobs dont define us• We choose what matters to us• Our actions make a difference
  14. 14. Themes• Analysis• Communication• Reflection• Self-awareness• Focus
  15. 15. Project Management
  16. 16. before we start Project Management•project management has its own language and canseem intricate/contrived•it takes time to get used to the principles and practices –it will get harder before it gets easy•formalising the process makes it efficient•but if it’s not useful, don’t do it – tailor to your situation•proper pm reduces risk (£), saves time (£) focuses effort(£), ensures work meets client spec (£)•MoD, EH, Bank of America all operate P2 or similar.Why?
  17. 17. what is a project? Project Management• delivers change• temporary roles/organisation focussed on delivery• unique• uncertain• individuals / groups with conflicting requirements (stakeholders)• budget, schedule and expectations of quality and scope
  18. 18. how do projects go wrong? Project Management• Pre-course Exercise 1: why projects fail
  19. 19. how do projects go wrong? Project Management• lose focus, get bogged down or distracted• responsibilities not clear (double handling)• unexpected/last minute changes• communications are a nightmare• hard to juggle with other work – loss of time• results are disappointing• delivered late• go over budget
  20. 20. what is project management?(think of it as a formal discipline with a theory, like teaching or business Project Management management)• controls focus• controls budget• controls use of senior management time• controls quality – results never disappointing• controls communication (bespoke language)• controls the programme• controls who makes decisions/is accountable• controls risk and change
  21. 21. the importance of control (!) Project ManagementPLAN CONTROL*DELIVER*of what, why, for whom, how, when, how much & what could go wrong
  22. 22. principles of project management Project and MoRPHE would agree) (Prince 2® Management1. focus on outcome (not process)2. roles and responsibilities (ownership, no double handling)3. plan your project4. manage by stages5. manage change ‘by exception’6. have ‘fingertip’ control of time and budget7. predict and control risks and opportunities8. use reports and reviews to control progress
  23. 23. processes of project management Project Management 1. continual focus on outcome• Exercise 4: Dependencies• Take a current task you need to complete• Define:• things you can do now• things you can’t do yet – Why not? – Who are you waiting for? – Do they know?
  24. 24. processes of project management Project Management 2. understand roles and responsibilities• The Director (Project Executive) / Project Board represents the stakeholders and makes high level decisions• The Project Manager is responsible for delivering the project on time and to agreed targets for budget, scope and quality, making all the other decisions• The Project Team carry out technical work (the PM could be/be on the team)• These Project roles might cut across organisational roles• The Project Manager ‘delegates’ to the team and ‘escalates’ to the Director/Board according to the principles of ‘managing by exception’
  25. 25. processes of project management Project Management 2. understand roles and responsibilitiesExercise 5: draw up the structure of a current or recent projectProject directorClient/ other stakeholdersProject managerProject team
  26. 26. processes of project management 2. understand roles and responsibilities• Exercise 6: communication• How is communication managed in your projects?• Does it work?
  27. 27. processes of project management Project Management 4. manage by stages• At each stage the PM reports on progress and there is a review by the Director of budget, schedule, quality and forecast progress as well as any risks or issues.• Reporting does not happen between stages unless ‘exceptional’• Problems are worked out and changes managed as you go along – no horrible surprises.• Stages can be long or short. There should be at least 3 stages in a project: Stage 1: start up (produce project plan) Stage 2: deliver first product (subsequent stages) Last Stage: close project and end review
  28. 28. processes of project management Project Management 5. manage change ‘by exception’ (or ‘within limits of authority’)• You must understand the limits of authority for decision making and responding to change or risk• Escalation can take place between stages if limits of authority are exceeded• Limits of authority should be defined in the project plan• If changes affect the project targets, the Plan must be revised
  29. 29. processes of project management Project Management 6. ‘fingertip’ control of time and budget• The project resource/cost plan must be kept up to date with ‘actual’ cost• The project programme must be kept up to date with ‘actual’ progress• The PM could be called to report on actuals at any timeExercise 7: how do you track resources/progress?
  30. 30. processes of project management Project Management 7. forecast risks and opportunities• Risks and opportunities should be considered regularly• Once identified, the impact of the risk/opportunity and the effect on the project’s outcomes should be analysed• Measures to reduce the risk/realise the opportunity must be put in place and an owner and date by when assigned• Risk management measures must be recorded• The risk must be reported to the Director• ‘Issues’ are events that occur which were not foreseen – these must also be reported if they are ‘exceptional’
  31. 31. Changing the way you work• Analysis• Communication• Reflection• Self-awareness• Focus
  32. 32. AnalysisTheirs not to reason why,Theirs but to do and die:Into the valley of DeathRode the six hundred
  33. 33. Analysis• 5 Whys• Root cause analysis• Firefighting > Continuous improvement• Can be trivial• Simple solutions• Exercise 8 – pairs – recent crisis
  34. 34. Communication• ‘Black box’• Feedback and feed forward• Strengthen the positive• The power of unexpected praise
  35. 35. Reflection• Post-activity review• Lessons learned• Daily routine
  36. 36. Self-awareness“We take a handful of sand from the endless landscape of awareness around us and call that handful of sand the world.”• Mind/body• Emotional Intelligence• Real time
  37. 37. FocusIf multi-taskingIs a skill we need, then soIs single-tasking
  38. 38. Focus• Set goals and limits• The power of lists• Remove distractions• Zen break
  39. 39. Follow up• PRINCE2• MoRPHE• 10 simple steps to better archaeological management website• BIPC project management training• IfA SIG Project Management
  40. 40. Action plan“The place to improve the world is first in ones own heart and head and hands, and then work outward from there.”
  41. 41. Action plan• 5 things to change about your own behaviour
  42. 42. Action plan• 3 questions to ask about your organisation
  43. 43. Action plan• Swap details and arrange to check up
  44. 44. Feedback• mlocock@gmail.com

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