Frontline Leadership Assessment & Development
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This document summarizes a frontline leadership development program at CMC-Union hospital. The program aims to develop leadership skills in frontline employees over 3 months through weekly classes, readings, and a department project. Content covers both change management and leadership skills. Assessment of participants includes personality tests, group discussions, and leadership analysis reports. The program has resulted in successful department projects, high employee satisfaction, and promotions for past participants.
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1PJM6000 Week 1Project Management PracticesProfess.docx
1
PJM6000 Week 1
Project Management Practices
Professor Al Grusby, MBA, PMP®
Notes:
• Attendance
• Format of the class
• Discussion Boards
– Introduce Yourself
• Intro to Course
2
Lecture Overview
1. What is Project, Program & Portfolio
Management?
2. Discuss the Importance of Project Management
3. Where Does the PMI Framework fit in?
4. The Project Management Profession
5. How Does Organizational Structure Impact
Project Management?
3
Program & Portfolio Management
4
Project, Program & Portfolio Management consists of three main areas
Portfolio
Management
(PfM)
Program
Management
(PgM)
Project
Management
(PjM)
Focus of this class
Project vs. General Management
• General Management and Project Management
have much in common, but also have significant
differences
– General Business Operations:
• repetitive activities, generate the same product or service, go on
indefinitely (considered daily business)
– Projects:
• Not necessarily defined by Size or Duration
• May involve a single person or many thousands
• May take 100 hours to complete or 10 million hours
• Have a beginning and end
• Manage project activities through the use of project
management Knowledge and Methods 5
What Is a Project ?
“A project is a temporary endeavor undertaken
to create a unique product, service, or result.”
6
-- Project Management Institute
(PMI®) “PMBOK© Guide”
What Is Project Management ?
“The application of knowledge, skills, tools, and
techniques to project activities to meet the project
requirements.”
7
-- Project Management Institute
(PMI®) “PMBOK© Guide”
Project Management
• Purpose: Organize & get work done
– Work gets done in a company through projects
– Determine what to do
• Do the first things first
• Determine best order to complete all the elements
involved in the project
8
Project Management Thought Process
• Walk through a project mentally before starting the work –
Visualization (Example: Athletes)
– “Begin with the end in mind” – Stephen R. Covey
» What is the “product, service, or result” desired at the END of the
project?
» Get a clear picture of this first
– Then work backwards
9
School of Hard Knocks Lesson Learned
All too often people want to start the work
on a project before planning the work
resulting in making the project more
difficult, costing more and taking longer to
complete.
Class Activity
• Individually, identify what you consider to be the
greatest achievements of mankind in the last five
decades – 10 minutes.
• Get together with your groups and,
– Agree on the top 3 achievements.
– Write down how each of these achievements conform to
the definition of a project – be specific.
– Explain the importance of project management based on
your review. – 10 minutes
10Larson, Gray, Project Management; the Managerial Process
11
What is Program Management?
What Is a Program ?
“A group of related projects, other programs, and program
.
1PJM6000 Week 1Project Management PracticesProfess.docx
1
PJM6000 Week 1
Project Management Practices
Professor Al Grusby, MBA, PMP®
Notes:
• Attendance
• Format of the class
• Discussion Boards
– Introduce Yourself
• Intro to Course
2
Lecture Overview
1. What is Project, Program & Portfolio
Management?
2. Discuss the Importance of Project Management
3. Where Does the PMI Framework fit in?
4. The Project Management Profession
5. How Does Organizational Structure Impact
Project Management?
3
Program & Portfolio Management
4
Project, Program & Portfolio Management consists of three main areas
Portfolio
Management
(PfM)
Program
Management
(PgM)
Project
Management
(PjM)
Focus of this class
Project vs. General Management
• General Management and Project Management
have much in common, but also have significant
differences
– General Business Operations:
• repetitive activities, generate the same product or service, go on
indefinitely (considered daily business)
– Projects:
• Not necessarily defined by Size or Duration
• May involve a single person or many thousands
• May take 100 hours to complete or 10 million hours
• Have a beginning and end
• Manage project activities through the use of project
management Knowledge and Methods 5
What Is a Project ?
“A project is a temporary endeavor undertaken
to create a unique product, service, or result.”
6
-- Project Management Institute
(PMI®) “PMBOK© Guide”
What Is Project Management ?
“The application of knowledge, skills, tools, and
techniques to project activities to meet the project
requirements.”
7
-- Project Management Institute
(PMI®) “PMBOK© Guide”
Project Management
• Purpose: Organize & get work done
– Work gets done in a company through projects
– Determine what to do
• Do the first things first
• Determine best order to complete all the elements
involved in the project
8
Project Management Thought Process
• Walk through a project mentally before starting the work –
Visualization (Example: Athletes)
– “Begin with the end in mind” – Stephen R. Covey
» What is the “product, service, or result” desired at the END of the
project?
» Get a clear picture of this first
– Then work backwards
9
School of Hard Knocks Lesson Learned
All too often people want to start the work
on a project before planning the work
resulting in making the project more
difficult, costing more and taking longer to
complete.
Class Activity
• Individually, identify what you consider to be the
greatest achievements of mankind in the last five
decades – 10 minutes.
• Get together with your groups and,
– Agree on the top 3 achievements.
– Write down how each of these achievements conform to
the definition of a project – be specific.
– Explain the importance of project management based on
your review. – 10 minutes
10Larson, Gray, Project Management; the Managerial Process
11
What is Program Management?
What Is a Program ?
“A group of related projects, other programs, and program
...
Implementation strategy 702010
Embed and extract learning in work, 70:20:10 is the buzz word. It is linked to performance and performance support.
What is the embedded learning design? what is the dream and destination?
For sure, it is a new learning paradigm.
Best practices are scarce!
CasCas presents a visualisation of the 702010 destination. Subsequently I present a journey, an implementation strategy. Based on the image of the future, I describe the tasks and contribution of Learning & Development professionals.
Please feel free to give your feedback and your improvement suggestions
Talent management buy_off_29th_sept2010_iqpc_novotel_hotel_ver2
The document discusses strategies for gaining support from line managers for talent management programs. It outlines seven strategies: 1) Co-designing corporate strategy to ensure alignment, 2) Identifying business challenges and talent gaps, 3) Communicating effectively, 4) Reviewing training programs collectively, 5) Creating a teaching culture, 6) Conducting talent review meetings, and 7) Setting up councils to review programs monthly. The strategies aim to integrate line managers in the talent management process through collaboration, communication, and collective oversight of programs.
The curriculum ee
This document provides a summary of the sessions and activities for a leadership development programme over 6 days. The programme focuses on developing the participants' leadership skills at different levels - as individuals, in teams, and within their organization. It uses a combination of presentations, practical exercises, discussions and guest speakers. The exercises are designed to build skills like communication, feedback, collaboration and cultural awareness. Participants also work on developing personal leadership plans and team-based experiments to apply the learnings back at work over an interim period before the final module. The programme aims to help participants accelerate their performance as leaders.
P&C_INTEL LeadershipTraining_implementation plan_workteam.pptx
The document outlines a leadership development project for Intel consisting of 3 parts:
1) Pre-workshop individual assessments and analysis to identify competency gaps.
2) A series of workshops over 6 months covering topics like transformational leadership and influencing skills, along with coaching.
3) Post-workshop assessments and presentations of individual action learning projects to measure results.
Ch09 human resources management v1.2
The document discusses various topics related to human resource management on projects. It covers roles and responsibilities, including responsibility assignment matrices. It also discusses acquiring the project team through preassignment, negotiation, and virtual teams. Developing the project team involves activities like team building, ground rules, and the Tuckman ladder. Managing the project team includes communication, issue logs, performance appraisals, leadership styles, and conflict management. It provides an overview of key human resource management concepts for projects.
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1PJM6000 Week 1Project Management PracticesProfess.docx
1PJM6000 Week 1Project Management PracticesProfess.docx
1PJM6000 Week 1Project Management PracticesProfess.docx
1PJM6000 Week 1Project Management PracticesProfess.docx
Talent management buy_off_29th_sept2010_iqpc_novotel_hotel_ver2
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P&C_INTEL LeadershipTraining_implementation plan_workteam.pptx
P&C_INTEL LeadershipTraining_implementation plan_workteam.pptx
Frontline Leadership Assessment & Development
- 1. Developing Frontline Leadership CMC-Union As A Case Study Presented by: Chris Miller & Wesley Hoke
- 2. Why Is It Necessary? • Frontline Leadership: where the rubber meets the road for employee performance • Indoctrinate them early – More teaching now = Less correcting later • Growing leaders is cheaper than poaching leaders – Low supply, High demand clinical workforce – Nonprofits Lag/Match, rarely Lead $
- 3. CMC-Union Foundations Developing Tomorrow’s Leaders Today An OD Production
- 4. Program Content (change & leadership run concurrently) Change Mgt Leadership Skills 1) Intro to Change Mgt. 2) Personal Mastery Planning 3) Business of Healthcare 4) Mgt. by Metrics 5) Communication & 6) Ee Selection Setting the Stage Influence 7) Goal Setting & 8) Delegating Clarifying Expectations Present/Implement 9) Time Management & Organization Manage Mood 10) Ee Development & 11) Perf Feedback & Motivation Recognition Cement the Behavior 12) Program Evaluation & Leadership Analysis Reports
- 5. Program Outline • Approx. 10 participants per class • 3 months featuring: – Weekly 3hr class sessions (36 classroom hrs) – Out of class readings and dept project (approx. 20 hrs work out of class) • Mgrs submit nominations for candidate: – Ensure two-way commitment/support – Acceptance based on individual merit and dept. project with strategic alignment – Decisions made by Senior Team • Participant assessment and development
- 6. Typical Class Agenda • Participant new skill application stories or project progress • Discussion of reading assignment • Interactive topic lecture • Practice new skill (activity) • Action plan how to apply it • Post-test
- 7. Participant Assessment • WorkPlace Big 5* • Leaderless Group Discussions* • Leadership Analysis Report* * Denotes items in appendix Participant Development Establish change mgt & leadership skills Create leadership network 1 on 1 self-awareness feedback with OD Leadership report as start of Individual Development Plan
- 8. Program Evaluation Stats • Measures of $ROI for projects* * Denotes items in appendix • Excellent employee satisfaction 5 of 6 • Participants receiving promotions 7 • Participant learning 77% 96% • Participant evaluation 4.91, or 97.81
- 9. Questions / Comments? Thanks for your time!