This document provides information on project management styles and techniques for camping and retreat ministry leadership teams. It discusses various project management methodologies including those from PMI, Harvard Business School, and "Sun Tzu - The Art of War". Key aspects of project management covered include integration, scope, time, cost, quality, human resources, communication, risk, and procurement. Examples are given of how these principles can be applied to projects for camping leadership teams.

1. For Camping/Retreat Ministry
Leadership Teams
Rev. N. Thomas Johnson-Medland, CSJ, OSL +
Pocono Plateau Camp + Retreat Center

2. Contact Information
tom@poconoplateau.org
Tom Johnson-Medland
304 Pocono Plateau Road
Cresco, PA 18326
www.poconoplateau.org
http://sites.google.com/a/poconoplateau.org/food-
services/nourishment-for-camping-leadership

3. Project Management Styles
 PMI / PMBOK Guide
 Harvard Business School
 DK Management Series
 Project Management for Dummies
 Everything Guide to PM

4. Project vs. Operations
 Operations are ongoing functions within the
organization.
 Projects are time-limited functions within the
organization; although, these projects may be 10 years
long.

5. Sun Tzu – The Art of War
 “Therefore, to forecast the outcome of a war the
attributes of the antagonistic sides should be
analyzed.”
 Never limit yourself because what you want is not
within your current ability.

6. Sun Tzu – The Art of War
 “In directing such an enormous army, a speedy victory
is the main object.”
 Execution of plans must occur as planning is being
done…blend all of the processes of your organization.

7. Sun Tzu – The Art of War
 “Thus, while we have heard of stupid haste in war, we
have not yet seen a clever operation that was
prolonged.”
 It is hard to sustain effectiveness and skill long into the
battle. All things tend to diminish over time.

8. Sun Tzu – The Art of War
 The Art of War for Managers
 by, Gerald Michaelson
Adams Media Corporation
www.adamsmedia.com

9. There are ALWAYS only 3 Things
 A GOAL
 A PILE of work
 A BUNCH of people

10. What It’s ALL ABOUT
Make Good Stuff Happen

11. Quantification
 Don’t quantify what doesn’t need to be
quantified
 It’s too easy to avoid the tough stuff and to
get caught up in the secondary things
 Charts
 Graphs
 Bells
 Whistles

12. Confusing Process with Goals
 Unnecessary processes and methods tend to snowball,
dragging teams down into the tar pit of difficult
projects.

13. Team
 The TEAM is the focus.

14. Team
 The TEAM is the PROJECT.

15. Leaders
 Your leaders and managers are hired to AMPLIFY the
value of EVERYONE around them.

16. Leaders
 Your leaders and managers should contribute
something different in nature from just adding
another staff member.

17. Tom Peters
 “Pursuing the Perfect Project Manager” (an article).
 http://www.tompeters.com/col_entries.php?note=005
297&year=1991

18. Scott Berkun
 The Art of Project Management
(a book).
 www.scottberkun.com

19. Project Managers
 The absence of a project manager creates dysfunction.

20. ”Affinity Diagrams”
 Generate ideas, specs, people, and tasks – post it notes
for each one.
 Post ideas.
 Group ideas into affinities / like types or groups.
 Refine ideas.
 Prioritize ideas.

21. KJ Diagrams
 Named after anthropologist Kawkita Jiro.
 A wall (or project board)
 A team
 A pad of sticky-notes

22. Project Life Cycle
MANAGING EXPECTATIONS
MANAGING CHANGE
Concept Development Execution Finish
MANAGING RISKS
PLANNING PHASE WORKING PHASE

23. History of Project Management
 Pyramids had to have had some sort of Project
Management.
 1917 - Henry Gantt develops the “Gantt Chart” Method
 Milestone markers
 Sequencing
 Duration

24. Gantt Chart
<Project
Name>
Alternate Gantt
Start Date:
4/11 4/
18
4/
25
5/
1
<Project Manager>
TASKS RE
SO
UR
CE
PLA
NN
ED
STA
RT
DA
TE
PLA
NN
ED
FINI
SH
DAT
E
STA
TUS
ACT
UAL
FINI
SH
DAT
E
NO
TES
Work Days 4/11 4/1
8
4/2
5
5/1
WBS Element 1 04/1
1/05
04/2
9/05
18
Propose project Na
me
04/1
1/05
04/1
2/05
Committee
consideration/ap
proval
Na
me
04/1
2/05
04/2
0/05
8
Material
Preparation
Na
me
04/2
0/05
04/2
5/05
5
Prepare
Invitations &
Flyers
Na
me
04/2
5/05
04/2
8/05
4
Send/post
invitations &
flyers
Na
me
04/2
9/05
04/2
9/05
1

25. History of Project Management
 1958 - US Dept. of Defense develops
Program Evaluation and Review
Technique (P.E.R.T.) to counteract
SPUTNIK and COLD WAR (for the
Polaris Submarine Missiles)
 1958 – DuPont Corporation develops
the Critical Path Method (C.P.M.)

26. PERT Chart
Event/Date
Event/Date
Event/DateEvent/DateEvent/Date
Event/Date
Event/Date
Event/Date
Event/Date
This is the Project’s Critical Path

27. History of Project Management
 Work Breakdown Structure (W.B.S. –
taking all of the work on a project and
breaking it down into individual bundles
of work) added to P.E.R.T. methodology.
 Private enterprise develops PM into
varied methodologies.

28. Work Breakdown Charts
Work Breakdown Chart - Initial
Risk
Mngmt
Alice
Project
Manager
- Nick
Scope
Meeting
Bob
Stake-
holders
Joanne
Charter
Alex Quality
Jenny
HR
Joseph
HR
Joseph Stake-
holders
Joanne
HR
Joseph

29. One Methodology
Project Management
“PMI Style”

30. 5 Project Processes
 Initiation
 Planning
 Execution
 Monitoring/Controlling
 Closing

31. 9 Management/Knowledge Areas
 Integration Management
 Scope Management
 Time Management
 Cost Management
 Quality Management

32. 9 Management Areas
 Human Resource Management
 Communication Management
 Risk Management
 Procurement Management

33. Integration
 The processes required to ensure that the various
elements of the project are properly coordinated.
 Exploring a format for a project plan helps to
accomplish this vital task.

34. Integration
 Project Manager Integrates whole project and is
involved in integrating each step along the way.
 www.hyperthot.com

35. Scope
 Does the project include all of the work required and
only the work required?
 Sometimes managing scope means getting things done
and/ or saying “NO”.

36. Scope
 Scope creep and scope change alter all elements of the
project.
 www.projectperfect.com

37. Time
 Will we complete this project on schedule?
 Will it be finished when we’d like it to be – if not, what
is a realistic time frame?

38. Time
 www.mindtools.com

39. Cost
 Will the project be within the approved budget?
 If not, what will the costs be at completion?

40. Cost
 www.businessfinancemag.com

41. Quality
 Does the project satisfy the needs for which it was
undertaken?
 Is it fit for use?
 Will it work?
 Does it meet the expectations as well as the
specifications?

42. Quality
 www.managementhelp.org/quality

43. Human Resource
 Does the project make the most effective use of all the
people involved in the project?
 Projects get work done through people.

44. Human Resource
 www.managementhelp.org

45. Communications
 Is there timely and appropriate:
 Generation?
 Collection?
 Dissemination?
 Storage?
 Ultimate disposition of project
information?

46. Communications
 Communication is #1 management area for time spent
by the PM.
 www.thecma.com

47. Risk
 How do we appropriately identify, analyze, quantify
and respond to risk on this project?
 Projects are done for a gain or an opportunity, with
each there is always some risk.

48. Risk
 Risk management at NASA is crystal.
 “Continuous Risk Management at NASA”
(article – Google)
 www.rmahq.org

49. Procurement
 How should we acquire goods and services from
outside the performing organization?
 How do we manage contracts, contractors and
suppliers?

50. Procurement
 //vpf-web.harvard.edu/ofs/procurement/

51. The 5 Processes – A Deeper Look
 Let’s look and see what “Knowledge and
Management Areas” appear in each of the
five “Process Stages” of PM.
 Let’s look and see what tools are available
to help us through each of the “Process
Stages” of PM.

52. PMI Project Placemat

53. Harvard Business School

54. PM Workbooks
 www.globalknowledge.com
 Microsoft “Project Standard”
 IS&T Toolkit-MS Excel Workbook
http://web.mit.edu/ist/pmm/

55. Project Management Applications for
Camping Leadership Teams
 Interior Ventures
 Software development/review
 Camp and Retreat Specialty Programs
 Yearly Activities
 Summer Camp
 Strategic/Business Plan Development
 Grants and/or Academic Collaborations

56. There are ALWAYS only 3 Things
 A GOAL
 A PILE of work
 A BUNCH of people

57. What It’s ALL ABOUT
Make Good Stuff Happen