The document provides an overview of project management concepts and tools for a National Guard Black Belt training module. It discusses the define stage of the CPI roadmap, key drivers of project success, roles and expectations of a project manager, effective communication, and developing a communication plan. Templates are provided for a stakeholder analysis and communication plan to help project managers identify stakeholders, assess their level of influence and concerns, and develop targeted messaging. The overall aim is to help trainees understand project management responsibilities and optimize performance.
Expectations from IT Team
Project Methodology - Why it is as important as the Technology for your Product
Gaps in Recent Graduates
How to bridge these gaps?
Project Management Professional (PMP) FundamentalsSowmak Bardhan
Project management is needed because it ensures what (read: Project) is being delivered, is right, and will deliver real value against the business opportunity.
Every client has strategic goals and the projects that we do for them advance those goals. Project management is important because part of a Project Manager’s duties is to ensure there’s rigor in architecting projects properly so that they fit well within the broader context of our client’s strategic frameworks.
Good project management ensures that the goals of projects closely align with the strategic goals of the business.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
1. UNCLASSIFIED / FOUO
National Guard
Black Belt Training
Module 09
Project Management
UNCLASSIFIED / FOUO
2. UNCLASSIFIED / FOUO
CPI Roadmap – Define
8-STEP PROCESS
6. See
1.Validate 2. Identify 3. Set 4. Determine 5. Develop 7. Confirm 8. Standardize
Counter-
the Performance Improvement Root Counter- Results Successful
Measures
Problem Gaps Targets Cause Measures & Process Processes
Through
Define Measure Analyze Improve Control
ACTIVITIES TOOLS
• Identify Problem •Project Charter
• Validate Problem Statement •Project Selection Tools
• Establish Strategic Alignment •Value Stream Map
• Gather Voice of the Customer & Business •Various Financial Analysis
• Create Goal Statement •Effective Meeting Skills
• Validate Business Case •Stakeholder Analysis
• Determine Project Scope •Communication Plan
• Select and Launch Team •SIPOC Map
• Develop Project Timeline •High-Level Process Map
• Create Communication Plan •Project Management Tools
• Prepare High-Level Process Map / SIPOC •VOC and Kano Analysis
• Complete Define Tollgate •RACI and Quad Charts
•Strategic Alignment
Note: Activities and tools vary by project. Lists provided here are not necessarily all-inclusive. UNCLASSIFIED / FOUO
3. UNCLASSIFIED / FOUO
Learning Objective
Understand the overall Project Management process
Gain insight into responsibilities and challenges facing
project managers
Learn project management tools that will optimize
project performance
UNCLASSIFIED / FOUO 3
4. UNCLASSIFIED / FOUO
Overview
Project: A temporary activity or set of activities
undertaken to create or improve a process or service
Project Management: Applying knowledge, skills,
and tools to balance the scope, cost, time,
requirements and customer expectations of the
process or service
As a project manager, the Black Belt initiates,
monitors and adjusts the actions required to deliver
the process or service
UNCLASSIFIED / FOUO 4
5. UNCLASSIFIED / FOUO
Key Drivers
Key Drivers for project success include:
Project evaluation, prioritization, selection and staffing based upon:
Organization needs
Resource availability
Project planning and management
Well-defined and measurable project objectives and deliverables
Deadlines and management progress reviews
Team commitment:
Time
Focus
Desire
Executive team mentorship/ownership
UNCLASSIFIED / FOUO 5
6. UNCLASSIFIED / FOUO
Introduction to Project Management
As the Project Manager (PM), you are responsible for
ensuring that everything gets done
Many times you will be depending on people outside
your direct authority or organization
“The XXX wasn’t delivered/performed
correctly/on time, it must have been
<insert favorite support group’s name here>’s fault!”
Remember, that while you as the PM may be assigned to just
one project, many of the people who are part of your team may
be supporting a number of other projects.
UNCLASSIFIED / FOUO 6
7. UNCLASSIFIED / FOUO
Introduction to Project Management
Quality
Public Affairs
Recruiting
Office
Judge
Project Process
Advocate
Manager Administration
General
Resource
CIO/G6
Manager
The PM is the center of a network of functional areas that perform
together to deliver the product or service. The PM is the main contact
person and the one who oversees and orchestrates the success of the
deliverable. The PM does not need to know every single detail of the
project but must know who to go to for the answer.
UNCLASSIFIED / FOUO 7
8. UNCLASSIFIED / FOUO
Role of the Project Manager
What it is:
It is also…
Coordination
Hectic Pace
Utilizing Resources
Planning Interrupted often -
encourage it!
Organizing
Lot of information word of
Leading
mouth - read body
Building Relationships language!
Processing Information
Making Decisions
UNCLASSIFIED / FOUO 8
9. UNCLASSIFIED / FOUO
Basic Skills
Demonstrated leadership skills and the ability to manage
and motivate a diverse team
Excellent interpersonal, problem solving and decision
making skills - MUST be a good listener!
Excellent organizational skills - Able to prioritize
Demonstrated negotiation skills - Most likely needed for
resources within your organization and for the
cooperation of others
Excellent oral and written communication skills
The ability to plan the work and work the plan - Planning
and execution
UNCLASSIFIED / FOUO 9
10. UNCLASSIFIED / FOUO
Leading High-Performing Teams
Leaders must be able to:
Lead true learning and improvement
Understand people and why they behave as they do
Give vision, meaning, direction and focus to the team
UNCLASSIFIED / FOUO 10
11. UNCLASSIFIED / FOUO
Stages of Team Development
Tuckman’s Five Stages
Forming Storming Norming
Orientation, break the ice Conflict, disagreement Establishment of order and
Leader: Facilitate social Leader: Encourage cohesion
Interchanges participation, surface Leader: Help clarify team
differences roles, norms, values
Performing Adjourning
Cooperation, problem Task Completion
solving Leader: Bring closure,
Leader: Facilitate task signify completion
accomplishment
* Taken from Management by R. Daft
UNCLASSIFIED / FOUO 11
12. UNCLASSIFIED / FOUO
PM Expectations
As Project Manager you are not expected to:
Have all the answers
Make all of the decisions
Nor can you:
Blame others
Allow individuals on the team to fail
Make excuses for shortfalls in team performance
UNCLASSIFIED / FOUO 12
13. UNCLASSIFIED / FOUO
National Guard
Black Belt Training
Communication
UNCLASSIFIED / FOUO
14. UNCLASSIFIED / FOUO
Effective Communications
Characteristics:
Consistent: Meets expectations
Concise: Easy to understand; quick to read
Current: Up to date and accurate
Responsive: Answers feedback & questions
Benefits:
Encourages participation and collaboration
Builds and maintains trust
Minimizes speculation, rumors and untruths
UNCLASSIFIED / FOUO
15. UNCLASSIFIED / FOUO
Communication Plan Development
Start with the following questions:
What is the purpose of your communication?
Who is your audience (customer)?
What is your message?
Who is the owner of the communications task?
What is the timing and frequency of the communications?
Who will send out the message and who will receive the response?
How will you deliver the message and receive the response?
UNCLASSIFIED / FOUO
16. UNCLASSIFIED / FOUO
Communication Plan Development
1. Determine audience and media to be used
2. Complete a Stakeholder Analysis
3. Create a Communication Plan
UNCLASSIFIED / FOUO 16
17. UNCLASSIFIED / FOUO
Determine Audience and Available Media
Who is your audience?
Internal: External:
Executive Team Customers
Project Team Suppliers
Project Sponsor Resources Owners
Workplace Personnel Regulatory Agencies
How will you deliver the message and receive the
response?
Formal Presentations Elevator Speeches Posters E-Mail
Face-to-Face Newsletters/Web Sites Memos
UNCLASSIFIED / FOUO
18. UNCLASSIFIED / FOUO
Complete a Stakeholder Analysis
For each Stakeholder identified, determine:
Are they critical for development of project tasks (Project
Enabling Stakeholders) or critical for the successful
implementation of a solution (Project Implementation
Stakeholders)?
What concerns can you anticipate for each Stakeholder?
What positive outcomes exist for each Stakeholder?
What will be your message for each Stakeholder?
A Stakeholder Analysis should be completed/revised as critical
aspects of the project change (scope changes, solution options
become more visible, etc.)
A Stakeholder Analysis should be a confidential document
UNCLASSIFIED / FOUO 18
20. UNCLASSIFIED / FOUO
Example Stakeholder Analysis Tool
Project Impact Stakeholder Explanation of Stakeholder
Stakeholder’s Communication
On Stakeholder Level of Current Score
Stakeholder Current Attitude Plan
(H, M, L) Influence on Stakeholder (H=3, M=2,
Name/Group Toward Project For
Success of Attitude L=1,
( +, 0, - ) Stakeholder
Project (H,M,L) (list) +=1, 0=2, -=3)
Team Lead M H + ON-BOARD 6 MONTHLY UPDATE
Engineering SEPARATE BRIEF &
H H - DEFENSIVE 9
Dept. Head FOLLOW-UP
Program WEEKLY UPDATE
M H + ON-BOARD 6
Manager (E-MAIL)
Comptroller L L 0 UNKNOWN 4 TOLLGATES
Contracting WEEKLY FACE-TO-
H M 0 WAIT & SEE 7
Officer FACE
INITIAL/
Prime Contractor H L + ON-BOARD 5
MONTHLY
UNCLASSIFIED / FOUO
21. UNCLASSIFIED / FOUO
Stakeholder Analysis Example
Stakeholder Explanation of Stakeholder
Project Impact Stakeholder’s
Influence Level Current Score Action Plan
Stakeholder On Current Attitude
On Project Stakeholder (Impact x For
Name/Group Stakeholder Toward Project
Success Attitude Influence x Stakeholder
(H=9, M=3, L=1) ( +, 0, - )
(H=9,M=3,L=1) (list) Attitude)
HIARNG Undergoing Implement
(Hawaii Army Reset year 1 results as
National H H + – focus is 81 soon as
Guard) transforming available
into an IBCT
AKARNG Scheduled Implement
(Alaskan Army for results in
National H H - ARFORGEN -81 2008
Guard) 4Q this FY
GUARNG Scheduled Implement
(Guam Army for results in
National H H 0 ARFORGEN
next FY
0 2008
Guard)
USARPAC Favorable – Implement
(US Army want to work results as
Reserves L M + ICW TSC-P /
ODT
3 soon as
available
Pacific)
Key: ICW = In Conjunction With TSC-P = Training Support Center – Pacific ODT = Overseas Deployment Training
UNCLASSIFIED / FOUO 21
22. UNCLASSIFIED / FOUO
Stakeholder Analysis Matrix
Low Interest High Interest
Very
Influential Manage Closely
or
Keep Satisfied
Greatly
Affected Executive Director Process Owner
Minimally
Influential Monitor Keep Informed
or
Less Another Organization
Affected (Similar Processes?) Comptroller
UNCLASSIFIED / FOUO
23. UNCLASSIFIED / FOUO
Create a Communication Plan
Key elements include:
Who , What, When, Where, Why and How
5Ws & H
BE SPECIFIC!
Review often, at least every major milestone/phase
Revise and update as necessary during project
Validate communication plan agreements
Talk to your Sponsor, Stakeholders and Team often
UNCLASSIFIED / FOUO
24. UNCLASSIFIED / FOUO
Example Communication Plan
To How Why What From When
Notes and
Audience Media Purpose Message Owner Frequency
Status
Briefing Team Status
Support
Affected
Functional Team Leader Weekly
Managers Expected
Remove Barriers
E-Mail Outcomes
Monthly,
Buy-in, Solicit Support Needed,
Project Sponsor Briefing Black Belt Milestones,
Feedback Status
Tollgates
Verbal Updates at
Kickoff, Measure &
All Hands E-Mail Awareness Progress Project Sponsor “All Hands”
Improve Phases
Meetings
Executive
Schedule,
Leadership, E-Mail with Progress, Barrier Sponsor, Black
Expected Tollgates
Deployment Attachments Removal Belt
Outcomes
Champion
UNCLASSIFIED / FOUO
25. UNCLASSIFIED / FOUO
Communications Plan Example
Audience Media Purpose Message Owner Frequency Status
Project Power Status Project Belt Weekly Establish
Sponsor Steering Update Status common
format
E-mail
Process Power Status Project Belt Monthly Establish
Owner Steering Update Status common
format
E-mail
Project Team Power Project Tasks and Belt Weekly Regularly
Steering Progress Issues scheduled
mtgs. to be
Meeting
cancelled as
needed.
Deployment Power Status Tollgate Project As needed Project
Director Steering Update Sponsor Progress
on/off track
UNCLASSIFIED / FOUO 25
26. UNCLASSIFIED / FOUO
Communication is Absolutely Necessary
Good communication is essential for successful
projects
Project progression needs to be communicated
early and often
Develop a communication plan up front with
the Project Sponsor
Update communication plan with the Team and
Sponsor as project progresses
UNCLASSIFIED / FOUO
27. UNCLASSIFIED / FOUO
Communication Timeline
Communication plans should be developed and executed based on project activities and
timelines.
Project
General Project Information
Launch
Commitment
Adoption
Understanding
Awareness
Unaware Awareness Understanding Adoption Commitment
UNCLASSIFIED / FOUO
28. UNCLASSIFIED / FOUO
Stakeholder Analysis Template
Stakeholder Explanation of
Stakeholder’s Stakeholder
Project Impact Level of Current Action Plan
Stakeholder Current Attitude Score
On Stakeholder Influence on Stakeholder For
Name/Group Toward Project (H=3, M=2, L=1,
(H, M, L) Success of Attitude Stakeholder
( +, 0, - ) +=3, 0=1, -=-3)
Project (H,M,L) (list)
Recommended Deliverable
UNCLASSIFIED / FOUO
29. UNCLASSIFIED / FOUO
Communication Plan Template
Audience Media Purpose Message Owner Frequency Status
Required Deliverable
UNCLASSIFIED / FOUO
30. UNCLASSIFIED / FOUO
Exercise: Begin Your Communication Plan
Goal – Establish a communications plan for your
project using the communication plan template
Be prepared to share your plan with the table group
and receive feedback on your plan
10 minutes
UNCLASSIFIED / FOUO 30
31. UNCLASSIFIED / FOUO
National Guard
Black Belt Training
Effective Meetings
UNCLASSIFIED / FOUO
32. UNCLASSIFIED / FOUO
Effective Team Meetings
Ensure that meetings have useful content – Avoid holding meetings if they are
unnecessary. Can a one-on-one conversation accomplish what you need?
Make meetings timely – Hold them promptly after receipt of important
information
Keep meetings as small in size as practical – Select only attendees who are
directly involved and able to deal effectively with agenda items
Be realistic about meeting length – One hour max is a good guideline
Inform participants in advance about the purpose, agenda, and objectives so
they can come prepared
Open meetings with positives – Short-term wins or milestone completions
Introduce members if there are some new faces
Keep meeting in perspective – Stick to the agenda, stick to the schedule
Summarize at the end – Ensure that all action items have a name and due date
Taken from Management: Function and Strategy, Richard D. Irwin
UNCLASSIFIED / FOUO 32
33. UNCLASSIFIED / FOUO
General Meeting Rules
Establish the purpose of the meeting
Publish appropriate pre-work
Come prepared, pre-work complete
Use agendas
Establish roles for participants
Take and publish minutes
Evaluate the meeting
Maintain team records
UNCLASSIFIED / FOUO 33
34. UNCLASSIFIED / FOUO
Meeting Facilitation
Set ground rules
Use inquiry, ask for clarification
Ask less assertive members for their opinions
Stay on track, avoid digressions
Learn to end discussions
Test for agreement
Use problem solving methods
Use decision making methods, e.g., multi-voting
Use a “parking lot” for issues not pertinent to the objective
of the meeting
UNCLASSIFIED / FOUO 34
35. UNCLASSIFIED / FOUO
National Guard
Black Belt Training
Project Management Tools
UNCLASSIFIED / FOUO
36. UNCLASSIFIED / FOUO
Project Management Tools
The following are some tools that are useful in organizing,
reporting and tracking project components and deadlines:
Project Charter
Communications Plan
Stakeholder Analysis
MGPP
Risk Assessment Matrix
Issues Log
UNCLASSIFIED / FOUO 36
37. UNCLASSIFIED / FOUO
Project Charter Review
Charter elements:
Problem Statement
Business Case
Goal Statement
Project Scope
Project Plan
Team Selection
To be started at Team Launch and maintained and
edited throughout the project
UNCLASSIFIED / FOUO 37
38. UNCLASSIFIED / FOUO
Pert Chart Overview
Graphical representation of all significant deliverables to be completed in the
course of the project/workstream. Focuses on discrete outputs such as present-
Description state barriers, conceptual designs, detailed designs, completed modules of coding,
test plans, etc.
Initial draft of tool is completed at beginning of project. Process owners and
experts should be consulted in identification of deliverables. Separate Maps may
Creation be built for different phases of the project. As workstream progresses, more
detailed deliverables may be added.
Pert Chart should remain stable for each major phase of a project. Although
additions and slight revisions may occur, any major changes should signify a need
Maintenance to “re-baseline” the project.
Graphical chart showing deliverables with dependencies and integration points
Format noted. May be split into hierarchical levels for complex workstreams.
PERT stands for Program Evaluation Review Technigue, a methodology developed
by the U.S. Navy in the 1950s to manage the Polaris submarine missile program.
Origin A similar methodology, the Critical Path Method (CPM), was developed for project
management in the private sector about the same time.
UNCLASSIFIED / FOUO 38
40. UNCLASSIFIED / FOUO
Pert / Gantt Charts
Defines a clear, quantifiable output of work completed during the course of a
workstream
Graphical tool used to communicate the output and approach of the
workstream
Could include Milestones, Key Decisions/Events, Reporting of Findings, Present
State Definition, Conceptual Designs, etc.
Helps paint a picture of what the workstream will deliver
Clarifies quantified work complete vs. work planned
Hand-off tool defining work envisioned by Assessment Team
Basis that the project timeline should be built around
Used to gauge % complete vs. planned complete around discrete work
definition
Instrumental in provoking thought around integration points with stream leads
UNCLASSIFIED / FOUO 40
41. UNCLASSIFIED / FOUO
Pert / Gantt Chart Lessons Learned
Not easy to find a balance between good project planning
and excessive detail which locks you into very specific
deliverables
Avoid slipping into micro-management around deliverables
Maintain flexibility around deliverables especially when the
needs of the organization change
Maps work much better than lists when painting a picture
of workstream
Lists are easier to maintain if you want to show dates (and
for roll-up)
UNCLASSIFIED / FOUO 41
42. UNCLASSIFIED / FOUO
Multi-Generation Project Plan Review
The overall goal or problem statement for that
Multi-Generation Project Plan (MGPP)
Vision generation. What is to be accomplished? Why?
Can also be metrics with targets!!
Series of releases; each release characterized by
Process distinct combinations of features or level of
Generations
performance. The goal of that generation.
Ability to execute the MGPP with current technology or
Platforms
the identification of needed technological
and developments for each generation. What is required
Technology from a technology standpoint to execute the vision?
This could also include special personnel requirements
to support the vision!!
UNCLASSIFIED / FOUO 42
43. UNCLASSIFIED / FOUO
Risk Assessment Matrix
A tool to help communicate project risk factors
Types of Risk
Schedule – Project will achieve goal but later than
expected
Performance – Project will not achieve goal or
achievement will be less than it could have been
Assessment dimensions
Likelihood – How likely is it that the risk factor will
impact the project?
Consequence – How much impact will the risk factor
have on the project schedule or performance?
Assessed on scales of 1 (least) to 5 (most)
UNCLASSIFIED / FOUO 43
44. UNCLASSIFIED / FOUO
Likelihood Assessment
5 – 80%+ chance of impacting project
4 – 60%-80% chance of impacting project
3 – 40%-60% chance of impacting project
2 – 20%-40% chance of impacting project
1 – Less than 20% chance of impacting project
UNCLASSIFIED / FOUO 44
45. UNCLASSIFIED / FOUO
Consequence Assessment
Schedule
5 – 3+ month extension
4 – 2 to 3 month extension
3 – 1 to 2 month extension
2 – 2 to 4 week extension
1 – 1 to 10 day extension
Performance
5 – No significant improvement in goal metric(s)
4 – Slight improvement in goal metric(s), < 30% of goal achieved
3 – Minor improvement in goal metric(s), 30 to 60% of goal achieved
2 – Improvement in goal metric(s), 60 to 90% of goal achieved, but
not as much improvement as could have been realized
1 – 90 to 100% of goal achieved
UNCLASSIFIED / FOUO 45
46. UNCLASSIFIED / FOUO
Color Coding Risk
Find the grid square that corresponds to the
Likelihood and Consequence assessment numbers
This codes the risk as Red (high risk), Yellow
(medium risk), or Green (low risk)
Each risk should be explained along with the
consequence and mitigation plan
5
4
Likelihood
3
2
1
1 2 3 4 5
Consequence
UNCLASSIFIED / FOUO 46
47. UNCLASSIFIED / FOUO
Risk Analysis Matrix Example
•Data Availability (Schedule) •Project Scope (Performance)
•Risk: Process tracking system, which •Risk: Current scope of process is very
shows enough critical process time large with multiple sub-processes. Team
information in some stages of the unlikely to be able to complete DMAIC
process, might not be available. process on currently defined scope.
•Mitigation: TBD •Mitigation Plan: Team will need to re-
•Consequence: Might have to spend 1to 5 scope this project according to the
2 weeks to collect enough data to be following plan:
statistically significant. 4 • Complete process mapping
• Reduce scope to Critical Path
•GGA steps of Process Map Likelihood • Based on data, reduce scope to parts
3
of process that most affect PLT within
(Performance)
control of the Project Team.
•Risk: Team has no control over getting
2 •Consequence: If mitigation plan is
information from GGA and might not be
unacceptable, team unlikely to be
able to get verifiable information in the
1 successful.
time available.
•Mitigation Plan: Team had to scope
this out of the process. 1 2 3 4 5
Consequence
•Consequence: 1 week lost time •Personnel Availability (Schedule)
•Risk: Team Members have multiple
•Process Mapping (Schedule) schedule conflicts during Month of March.
•Risk: Very large process to map. Lack of team member availability and
Team might not have time to define participation on team could slow data
sufficient level in the time available. collection during MEASURE phase.
•Mitigation Plan: Scope to the “critical •Mitigation: TBD
few” process paths •Consequence: Might have to delay
•Consequence: 1 to 2 week slide in MEASURE Tollgate
schedule
UNCLASSIFIED / FOUO 47
48. UNCLASSIFIED / FOUO
Issue Log
Team log used to track and address issues and also
barriers, actions, concerns and risks
Repository for all the miscellaneous “parking lot” issues
that crop up during a project
Ensures teams are proactively managing open issues and
risk with weekly reviews and updates
An Issue Log is also known as a Project Action Log
UNCLASSIFIED / FOUO 48
49. UNCLASSIFIED / FOUO
Issue Log Template
CPI Project Action Log
N Description/ Status Due Revised Resp. Comments / Resolution
o Open/Closed
Recommendation Date Due Date
/Hold
1
2
3
4
5
UNCLASSIFIED / FOUO 49
50. UNCLASSIFIED / FOUO
Issues Log Lessons Learned
Master logs are very difficult to maintain –
recommend each project team manage their own log
Discuss key issues to higher levels
Very effective tool in managing and focusing on what
is important now
Forces those accountable and responsible to own
details of managing projects
Good venue for reviewing and managing risk
UNCLASSIFIED / FOUO 50
52. UNCLASSIFIED / FOUO
Exercise: Team Communication Activity
Complete Social Styles Inventory
Understand your communication style
Understand the communication styles of others
Learn to adapt your communication style to work
more effectively with others
45 Minutes
UNCLASSIFIED / FOUO
53. UNCLASSIFIED / FOUO
Communication Styles Instrument
COMMUNICATION STYLE INVENTORY
In each row select one word that MOST describes you; place a 1 in the M box next to that word.
Then in each row select one word that LEAST describes you; place a 1 in the L box next to that
word.
M L M L M L M L
Original Persuasive Gentle Humble
Stubborn Attractive Sweet Orderly
Bold Charming Loyal Easily led
Will Power Cheerful Obliging Open minded
Nervy Jovial Even tempered Precise
Competitive Joyful Considerate Harmonious
Unconquerable Playful Obedient Fussy
Brave Inspiring Submissive Timid
Self reliant Sociable Patient Soft spoken
Adventurous Cordial Moderate Receptive
Decisive Talkative Controlled Conventional
Daring Polished Satisfied Diplomatic
Aggressive Life of party Easy mark Fearful
Determined Convincing Good natured Cautious
High spirited Eager Willing Agreeable
Assertive Confident Sympathetic Tolerant
Persistent Animated Generous Well disciplined
Force of character Admirable Kind Resigned
Pioneering Optimistic Accommodating Respectful
Argumentative Light hearted Nonchalant Adaptable
Positive Trusting Contented Peaceful
Vigorous Good mixer Lenient Cultured
Outspoken Companionable Restrained Accurate
Restless Popular Neighborly Sincere
TOTAL
M-L M-L M-L M-L
Driver/Director Expressive/Socializer Amiable/Relator Analytical
Thinker
Whichever number is the highest is your primary communication style and the second highest is your secondary communication style.
UNCLASSIFIED / FOUO
54. UNCLASSIFIED / FOUO
Understanding Communication Styles
High TELL
DRIVER EXPRESSIVE
TASK PEOPLE
ANALYTICAL AMIABLE
ASK
Low RESPONSIVENESS High
UNCLASSIFIED / FOUO
55. UNCLASSIFIED / FOUO
Amiable
The Team Player Shape
Has a need for cooperation, personal security, and acceptance
Is uncomfortable with and will avoid conflict
Values personal relationships, helping others, and being liked
Prefers to work with other people in a team effort, rather than
individually
Has an unhurried reaction time
Is friendly, supportive, respectful, willing, dependable and
agreeable
Stress reaction: comply with others
Need for growth: Speak Up! Initiate!
UNCLASSIFIED / FOUO
56. UNCLASSIFIED / FOUO
Driver
The Leader Shape
Is action and goal oriented
Needs accomplishment and results
Has a quick reaction time
Is decisive, independent, disciplined, practical and efficient
Uses facts and data
Tends to speak and act quickly
Stress reaction: triangles may become autocratic
Need for growth: Slow down enough to listen!
UNCLASSIFIED / FOUO
57. UNCLASSIFIED / FOUO
Expressive
The Creative Shape
Enjoys involvement, excitement, and interpersonal action
Is sociable, stimulating, and enthusiastic
Is good at involving and motivating others
Is idea oriented
Has less concern for routine
Has a quick reaction time
Has a need to be accepted by others
Tends to be spontaneous, outgoing, energetic, and friendly
Stress reaction: squiggles tend to lash out at others
Need for growth: Check things out before you act!
UNCLASSIFIED / FOUO
58. UNCLASSIFIED / FOUO
Analytical
The Organized Shape
Is most concerned with being organized, having all the facts
and being careful before taking action
Needs to be accurate and to be right
Is precise, orderly, and methodical
Conforms to standard operating procedures, organizational
rules, and historical ways of doing things
Is task oriented
Uses facts and data
Stress reaction: boxes tend to avoid
Need for growth: Learn to decide and declare!
UNCLASSIFIED / FOUO
59. UNCLASSIFIED / FOUO
Communication Styles Summary
AMIABLE ANALYTICAL DRIVER EXPRESSIVE
COMMUNICATION
STYLES CHART
Behavior Pattern Open/InDirect Self-contained/Indirect Self-contained/Direct Open/Direct
Appearance Casual Formal Businesslike Fashionable
Conforming Conservative Functional Stylish
Work-space Personal Structured Busy Stimulating
Relaxed Organized Formal Personal
Friendly Functional Efficient Cluttered
Informal Formal Structured Friendly
Pace Slow/Easy Slow/Systematic Fast/Decisive Fast/Spontaneous
Priority Maintaining relationships The Process The Results Interacting with others
Fears Confrontation Embarassment Loss of Control Loss of Prestige
Seeks Attention Accuracy Productivity Recognition
Need to Know (Benefits) How it will affect their How they justify the What it does/by when/what How it enhances their status/
personal circumstances purchase logically/how it it costs who else uses it
works
Gains Security By Close Relationships Preparation Control Flexibility
Wants to Maintain Relationships Credibility Success Status
Support Their Feelings Thoughts Goals Ideas
Achieves Acceptance By Conformity Correctness Leadership Playfulness
Loyalty Thoroughness Competition Stimulating Environment
Likes You To Be Pleasant Precise To the Point Stimulating
Wants to Be Liked Correct In Charge Admired
Irritated By Insensitivity Surprises Inefficiency Boredom
Impatience Unpredicibility Indecision Routine
Measures Personal Worth Compatibility with Others Precision Results Acknowledgement
By Depth of Relationships Accuracy Track Record Recognition
Activity Measurable Progress Compliments
Decisions Are Considered Deliberate Decisive Spontaneous
UNCLASSIFIED / FOUO
60. UNCLASSIFIED / FOUO
Takeaways
Successful project management requires an understanding of:
Overall Project Management process
Individual team roles
Basic project management skills
Communication planning
Responsibilities and challenges facing project managers
Leading high-performing teams
Running effective team meetings
Project management tools that will optimize project performance
UNCLASSIFIED / FOUO 60
61. UNCLASSIFIED / FOUO
What other comments or questions
do you have?
UNCLASSIFIED / FOUO
62. UNCLASSIFIED / FOUO
References
The Social Styles Handbook by Wilson Learning
Library, 2004
Psycho-geometrics: The Science of
Understanding People and the Art of
Communication With Them by Susan Dillinger,
1997
UNCLASSIFIED / FOUO