In today’s streamlined organizations, project management is no longer the sole domain of a specialist. Nowadays the ability to manage everyday projects is a requirement for many people. And while most projects start with good intentions and lots of enthusiasm, sometimes it’s difficult to maintain that level of focus and energy when you have to juggle multiple priorities and deadlines are tight. Join author and project management expert Lou Russell for an hour-long session that can help anyone in your organization to get started and stay on track. She’ll discuss the project management role, address common stumbling blocks, and offer a practical formula for success. https://app.box.com/file/278154080132

2. Successful Project Manager
DARE to be a
Presented by Lou Russell, author of
Rocket: The Project Management Game

3. DEFINE PLAN MANAGE REVIEW ENDSTART
1. Set Business
Objectives
2. Establish Project
Scope
3. Set Project
Objectives
4. Mitigate Risks
5. Establish
Constraints
6. Plan
Communications
7. Establish a
Governance Plan
1. Determine
Milestones
2. Schedule Task
Dependencies
3. Adjust for
Resource
Dependencies
4. Create Budget
1. Control Work
in Progress
2. Provide
Status and
Feedback
3. Leverage
Governance
4. Resolve
Conflict
1. Close the Project
2. Turn Over
Deliverables
3. Hold Project
Review
4. Celebrate
Accomplishments
initiate plan monitor close
Page 2
© Russell Martin & Associates www.russellmartin.com
INFLUENCE
DARE to Properly Manage Resources

4. Today’s Agenda
o Project Management and Your To-Do List
o DEFINE: The Project Charter
o PLAN: The Project Plan/Schedule
o MANAGE: Adapt and Influence
o REVIEW: Grow Your Competence

5. The Real World of Project Management
Think to yourself:
What are 10 things on your current to-do
list that you aren’t doing right now:

6. Your To-Do List
Answer the following questions:
1. Can you complete the activity in one sitting (less
than four hours)?
2. Can you do the activity without help from
anyone else?
3. Has the activity been on your to-do list for less
than a month?
4. Can you clearly define how you will measure
that the task is done?

7. Page 6
Your Secret Decoder Ring
Task
Project
Process
A unit of work that has a
beginning and an end.
A collection of tasks that has
a beginning and an end.
A collection of never-ending
tasks that repeat again and
again.
TERM DEFINITION

8. Your Reality
o Given the next 24 hours, what on
your To-Do list can you complete?
o Realistically, how many hours will
it take you to get done what
you’ve checked off?
o How many hours in an average
work day can you focus on
‘thinking work’?

9. What’s Different: Project Management

10. Key Project Roles
Project Sponsor
o Keeps an eye on the business case that triggered
the project
o Owns the Business Objective (return on investment)
Project Manager
o Keeps the Project Sponsor up to date
o Delivers the strategy to meet the business case
o Owns the Project Objectives (deliverables/ metrics)

11. Project Roles
o Provides status reports to stakeholders ____ ____
o Assigns tasks to people ____ ____
o Determines the business objectives ____ ____
o Determines the project objectives ____ ____
o Recommends what to do when money,
time, or quality are threatened ____ ____
o Decides what to do when money,
time, or quality are threatened _____ _____
Project
Sponsor
Project
Manager

12. PMI: Best Practices
DARE to Properly Manage Resources
o Based on Project Management Body of Knowledge (PMBOK)
www.pmi.org
o Simplified, lean, and adaptable

13. DARE to Properly Manage Resources
Phase 1: Define

14. DEFINE PLAN MANAGE REVIEW ENDSTART
1. Set Business
Objectives
2. Establish Project
Scope
3. Set Project
Objectives
4. Mitigate Risks
5. Establish
Constraints
6. Plan
Communications
7. Establish a
Governance Plan
1. Determine
Milestones
2. Schedule Task
Dependencies
3. Adjust for
Resource
Dependencies
4. Create Budget
1. Control Work
in Progress
2. Provide
Status and
Feedback
3. Leverage
Governance
4. Resolve
Conflict
1. Close the Project
2. Turn Over
Deliverables
3. Hold Project
Review
4. Celebrate
Accomplishments
initiate plan monitor close
Page 13
© Russell Martin & Associates www.russellmartin.com
INFLUENCE
DEFINE: The Project Charter

15. The Greek Goddess of Business
Business Objectives
I.R.A.C.I.S.
o Increase Revenue
o Avoid Cost
o Improve Service
Why are we
spending money
on this instead of
something else?

16. Chat with Us!
Complete this sentence for YOUR project:
My project
(either) avoids cost or increases revenue by…
Participate live using your chat box.

17. The Scope Diagram: Tell the Story
© Russell Martin & Associates www.russellmartin.com
CHARITIES
SPONSOR: CEO
CATERING
VOLUNTEERS
FOOD
BUDGET
SCHEDULE
BUDGET
AVAILABLE
CORPORATE
COMMUNICATIONS
EMPLOYEES
COMMUNICATION PLAN
STATUS
TRAINING
GOVERNANCE
PROJECT:
VOLUNTEER
DAY

18. Project Charter:
Scope Diagram
Business Objectives (Increase Revenue, Avoid Cost)
Primary
Secondary
Project Objectives
Quick N’ Dirty Risk:
Size (1-10 big) __________
Structure (1-10 no reqmnts) __________
Technology (1-10 new) __________
Average __________
RISK FACTOR LIKELIHOOD (L, M, H) IMPACT (L, M, H) PREVENT BY REACT BY
Constraints: Can’t move Moves little Negotiate
Time
Cost
Quality/Scope
www.russellmartin.ning.com
Free Resources - Templates

19. Dare to PROPERLY Manage Resources
Phase 2: Plan

20. DEFINE PLAN MANAGE REVIEW ENDSTART
1. Set Business
Objectives
2. Establish Project
Scope
3. Set Project
Objectives
4. Mitigate Risks
5. Establish
Constraints
6. Plan
Communications
7. Establish a
Governance Plan
1. Determine
Milestones
2. Schedule Task
Dependencies
3. Adjust for
Resource
Dependencies
4. Create Budget
1. Control Work
in Progress
2. Provide
Status and
Feedback
3. Leverage
Governance
4. Resolve
Conflict
1. Close the Project
2. Turn Over
Deliverables
3. Hold Project
Review
4. Celebrate
Accomplishments
initiate plan monitor close
Page 19
© Russell Martin & Associates www.russellmartin.com
INFLUENCE
Plan: The Project Plan/Schedule

21. PROCESS
Maintain
The Requirements
Nirvana
The Blueprint
Reality
The Build
Construct
The Install
Transition
Working?
Analyze Design Develop Implement Evaluate
Plan: Choosing the Tasks to DO

22. © Russell Martin & Associates www.russellmartin.com
IMPLEMENT
START
requirements
blueprints
deliverables
deliver,
transition
ANALYZE
DESIGN
EVALUATE
BUILD
END
project and
deliverables
Done: 7/15/13
Done: 7/7/13
Done: 7/1/13
Done:
6/20/13
6/1/13
Event
Held
7/13/13
Plan: Work Back from the Date
CHARITIES
SPONSOR: CEO
CATERING
VOLUNTEERS
FOOD
BUDGET
SCHEDULE
BUDGET
AVAILABLE
CORPORATE
COMMUNICATIONS
EMPLOYEES
COMMUNICATION PLAN
STATUS
TRAINING
GOVERNANCE
PROJECT:
VOLUNTEER
DAY

23. © Russell Martin & Associates www.russellmartin.com
IMPLEMENT
START
requirements
blueprints
deliverables
deliver,
transition
ANALYZE
DESIGN
EVALUATE
BUILD
END
project and
deliverables
Done: 7/15/13
Done: 7/7/13
Done: 7/1/13
Done:
6/20/13
6/1/13
Event
Held
7/13/13
Plan: Work Back from the Date
CHARITIES
SPONSOR: CEO
CATERING
VOLUNTEERS
FOOD
BUDGET
SCHEDULE
BUDGET
AVAILABLE
CORPORATE
COMMUNICATIONS
EMPLOYEES
COMMUNICATION PLAN
STATUS
TRAINING
GOVERNANCE
PROJECT:
VOLUNTEER
DAY
Finalize
Charity
Finalize
Caterer Invite
Employees
Establish
Messaging
Needed
Review with
Sponsor

24. 6/12/136/8/13
6/18/13
6/15/13
6/15/13
© Russell Martin & Associates www.russellmartin.com
Finalize
Charity
Finalize
Caterer
Invite
Employees
Establish
Messaging
Needed
Review with
Sponsor
ANALYZE
Done:
6/20/13
START 6/1/13
Plan: Work Back from the Date

25. Simple Status Reports
PROJECT TASK
TASK
OWNER DUE COMMENTS COMPLETE
VolDay Finalize charity Lou 6/8/13 Email results
VolDay Review with
Sponsor
Lou 6/12/13 Needs
approvals
VolDay Establish
messaging
needed
Jo 6/15/13
VolDay Contact United
Way
Maria 6/15/13
VolDay Invite
employees
Maria 6/15/13
VolDay Finalize
Caterer
Brittney 6/18/13

26. Project Plan:
Task Task Owner Helpers Due Comments Complete
www.russellmartin.ning.com
Free Resources - Templates

27. Dare to Properly MANAGE Resources
Manage

28. DEFINE PLAN MANAGE REVIEW ENDSTART
1. Set Business
Objectives
2. Establish Project
Scope
3. Set Project
Objectives
4. Mitigate Risks
5. Establish
Constraints
6. Plan
Communications
7. Establish a
Governance Plan
1. Determine
Milestones
2. Schedule Task
Dependencies
3. Adjust for
Resource
Dependencies
4. Create Budget
1. Control Work
in Progress
2. Provide
Status and
Feedback
3. Leverage
Governance
4. Resolve
Conflict
1. Close the Project
2. Turn Over
Deliverables
3. Hold Project
Review
4. Celebrate
Accomplishments
initiate plan monitor close
Page 27
© Russell Martin & Associates www.russellmartin.com
INFLUENCE
DARE to Properly Manage Resources

29. Simple Status Reports
PROJECT TASK
PROJECT
MANAGER
TASK
OWNER DUE COMMENTS COMPLETE
VolDay Finalize charity Tai Lou 6/8/13 Email results
VolDay Review with
Sponsor
Tai Lou 6/12/13 Needs
approvals
VolDay Establish
messaging
needed
Tai Jo 6/15/13
VolDay Contact United
Way
Tao Maria 6/15/13 Already done
by charity
VolDay Invite
employees
Tai Maria 6/15/13
VolDay Finalize
Caterer
Tai Brittney 6/18/13

30. Payoff: The Big THREE Plans
o Communications (PR / Crisis)
o Governance (Approval and Change Requests)
o Transition (Build It Won’t Make Them Come)

31. Project Charter:
Stakeholder Goal Frequency Medium Comment
Communications Strategy
Type of Change (requirements,
budget, scope, etc.)
Final Decision Makers Consulted Comments
Governance Strategy
www.russellmartin.ning.com
Free Resources - Templates

32. Chip Neidigh, Catalyst OC
www.catalystoc.com

33. Project Transition Plan (attach original and final Charter)
Transition Schedule / Key Dates
Stakeholder / Customer Survey Results
Outstanding Issues
Support Facilities / Functional Area
Support Hardware / Software
Support Documentation and Training
Budget for Ongoing Maintenance
Roles / Responsibilities of Support
Release Process Ongoing
Migration of Data
Performance Measures
Problem Resolution / Support Process
Sustainability Metrics
www.russellmartin.ning.com
Free Resources - Templates

34. Dare to Properly Manage RESOURCES
Phase 4: Review

35. DEFINE PLAN MANAGE REVIEW ENDSTART
1. Set Business
Objectives
2. Establish Project
Scope
3. Set Project
Objectives
4. Mitigate Risks
5. Establish
Constraints
6. Plan
Communications
7. Establish a
Governance Plan
1. Determine
Milestones
2. Schedule Task
Dependencies
3. Adjust for
Resource
Dependencies
4. Create Budget
1. Control Work
in Progress
2. Provide
Status and
Feedback
3. Leverage
Governance
4. Resolve
Conflict
1. Close the Project
2. Turn Over
Deliverables
3. Hold Project
Review
4. Celebrate
Accomplishments
initiate plan monitor close
Page 34
© Russell Martin & Associates www.russellmartin.com
INFLUENCE
DARE to Properly Manage Resources

36. Chat with Us!
Name a negative emotion you experienced during
a recent project.
Rank that emotion between 1 and 10, with 10
being the most intense, and 1 being the least
intense.
Include one thing that triggered that emotion at
that time.
Participate live using your chat box.

37. Chat with Us!
Name a positive emotion you experienced during a
recent project.
Rank that emotion between 1 and 10, with 10
being the most intense, and 1 being the least
intense.
Include one thing that triggered that emotion at
that time.
Participate live using your chat box.

38. The 5 Deadly Sins of Project Management
1. Seek first to blame.
2. I’m busy, so I must be making progress.
3. We can do that.
4. That will just take a minute.
5. All projects are the same.

39. The 5 Heavenly Truths of Project Management
1. Seek first to collaborate blame.
2. I’m busy doing the things that are must be meeting the
goals of the organization.
3. We can do that and the impact is this...
4. That will just take some planning a minute.
5. All projects are unique the same.

40. Wrap-Up
Where is the pain?
How can project management help?
How do you stay focused…

41. You Can Train Project Management
Rocket: The Project Management Game
o How is this like your real projects?
o Create a schedule with all tasks assigned to a person with
a minute due date (maximum 30 minutes to complete)
o Final adjustment to estimate
o Make an initial ‘SWAG’ estimate
o Fill out Project Charter as a team to build the rocket
o Adjust estimate
o What happened?
o How did the Charter help?
o How did the Plan help?

42. Thank You for Participating!
Go to HRDQstore.com
Rocket:
The Project Management Game
Includes:
o Materials to train up to 4 teams of 4-7 players
at one time
o Comprehensive facilitator guide
o Reusable parts
o Canvas tote bag
Complete Game| $599.00 Now $299.50
Try it risk-free for 30 days!
Images ©Shutterstock
Enter WebinarDSPM at checkout. Offer expires 1/27.
lou@russellmartin.com
@hrdq @nolecture