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”Getting the job done”
A Practical Guide to Project
Management
Document Owner: Jessica Hagh
Version: 1.0
Before we start…
This is a handbook on how to lead projects. Here we will go beyond the tools and
templates you learn from PMI or Prince2. This is about how to use the tools. The
practicalities, the people bit. How to actually get the job done. The questions you
need to ask, the check ups you need to make. How to support your team, convince
reluctant stakeholders, secure resources in an ever changing world. How to create a
realistic project plan you and your team can actually deliver. How to engage your
target audience! How to prepare for some of the key workshops and meetings you
need to host. How to get the job done...
This is what I have learned so far in my role as project leader, process improvement
specialist and project management coach at the world’s leading container shipping
company. The things I wished somebody had told me BEFORE I started my first
project. The things my project leader trainees have brought up during their coaching
sessions. The lessons we learned, the solutions we came up with.
I am a certified Prince2 Practitioner and a Lean Six Sigma Black Belt.
For more detailed advice please also check out the rest of the series: ”Project
Leadership”, ” The Project Plan”, ”Change Management” and ”PMO Set Up”
Before we start…
A few basic facts and assumptions 3
Assignment #1 6
Assignemnt#2 7
Template Self awareness 8
Content 9
Learning Points 10
Part I
Getting started 11
Assignment #3 17
Mobilize your team and the organisation 24
Plan the work 43
Assignement#4 48
Assignement#5 50
Part II
Manage the project 67
Assignemnt#6 80
Assignement #7
Handover-close down of project 93
Assignemnt#8 96
Learn more – Suggested reading 97
Feedback template 98
Learning Log 99
•Project leadership is a skill that takes time to
develop in a person or organization.
© 2004 P. W. Ford
95 % of all projects fail
because of socio-
emotional issues…!
Only 16% of Change
Projects are successfully
delivered.
Most Transformation
Projects fail , usually
due to poor ownership
building
P. W. Ford
Worst project?
-What was not working well?
-What would you have liked to
have seen done differently?
Best project?
-How was it well
managed?
Ice- breaker
Use this ice breaker exercise with your team when you start a new project to get to know their experience with projects
Exercise: Describe the best project you have been working on, what went well and how
was it well managed? Describe your worst project.
Self Awareness Exercise (find links on page 97)
What is your theme song?
http://www.youtube.com/watch?v=Ho-Q4QNyCD0
Are you an upholder?
What is your attitude to deadlines and
rules?
My “theme song”was for
many years “One Moment in
Time”, it totally describe my
attitude to life, projects,
sport, any task really.
Myers-Briggs test
Johari
Window
Being the leader of projects require a unique set of leadership skills. You will have to be
able to lead without any “formal “authority and to exercise influence over a broad range
of stakeholders and your team. None of us are likely to become Henry Ford but his
example points out a critical key to success: AWARENESS.
Awareness of the environment you work in; the hierarchies and culture. Awareness of
what preoccupies the people you wish to lead. Awareness about yourself, your drivers,
your vision, your communication style. Your red buttons. As the project leader your
awareness and accurate understanding of any give situation will affect everyone around
you. Your team and your sponsor depend on your perception of the situation and the
actions you take. Self awareness is a key to success, so take some time to reflect upon
yourself and ask for feedback! What are your values? What are your drivers? How well do
you communicate those.Most important, what impression do you make on others?!
Communication Style
Tips on working with Jessica
My Myers-Briggs style: EN/FP (Extroverted Intuitive / Feeling Perceiving)
In a team environment, the ENFP can contribute by:
• Acting as a catalyst for change and encourage the team to change together
• Focusing on areas of agreement and building on other’s proposals
• Generating team spirit though the ENFP's own energy and enthusiasm
• Where there are areas of disagreement, exploring a wide range of options to see if a point of agreement can be
found
• Contributing creative ideas, particularly those involving people
• Including others in the process of developing ideas and vision, and being very accepting of contributions, even
of varying quality
The potential ways in which an ENFP can irritate others include:
• Loosing sight of the main purpose of the discussion and going off at tangents
• Initiating too many projects, and not being able to delivery on all of them
• Talking too much
• Making errors of fact
Hot Buttons (Behaviors):
•Being very critical of
others
•Focusing on the
problems i/o the
solutions
My Principle: The difficult we can do at once, the impossible only takes a little longer.
My Priorities: 1. My boyfriend 2. Work 3.Being there for friends and family. 4. See the world
My Drivers: 1. Finding solutions 2. Getting positive feedback 3. Connecting with people
4. Try new things 5. Having fun at work and in life
My Operating premises at work:
•People-focused
•Unconventional
•Solutions orientated
•Positive, friendly, polite brings out
the best in me and others
•Challenge but challenge
constructively, speak with data.
Be Aware: I love to connect with new
people, learn new things, I talk a lot
and ask a lot of questions, but when
stressed I can come across as
uncommunicative and unapproachable.
I am kind but tough, strong drive to
succeed, very stong.
Communication: face to face, group
discussion, presentations, phone,
email,
This is a template you can use to
increase your own self awareness but
you can also use it for a team building
event. It promotes self awareness and
understanding of each other in the team,
enabling respectful team work.
The art & sience of how to start up, manage, and wrap up a project
Agenda
Day 1 ”Mobilize your project”
•Getting started…
•Mobilize the team & the organisation
•Plan the work
***********************************
Day 2 ”Manage your project”
•Manage the project
•Handover-close down of project
Learning points
How to….
At the end of this training you should know how to:
• Establish and maintain a good relationship with your
sponsor
• Deliver your project on time and within budget
• Support your team
• Manage deadlines and resources
• Secure resources in an ever changing world
• Deliver sustainable change
* Sponsor is a company specific term, it describes the business process owner accountable for delivering the project
benefit case to the company and the person to whom the project leader is responsible to deliver the project.
Getting started…
- What is the problem?
(and how will we know it has been solved?)
1.Defining visions and goals
Beware! You will be surprised how many
projects that start without a clear
understanding of these questions. If a
project is action driven rather than goal
directed it will be difficult for you as
project leader to argue you have
delivered a successful project…
Meet your sponsor*…
So you have this idea about a project?
• Is it your own project idea?
• Or is it your sponsor who has an idea for you to lead?
Regardless, you and your sponsor must be aligned
on purpose and how you define success!
What does “good look like”?
• Goals, timing, success criteria
• “Guess-timate” Business Case
-Benefits?
-Project cost? Resource estimate
* Sponsor is a company specific term, it describes the business process owner accountable for delivering the project benefit case to the company and
the person to whom you as project leader deliver the project.
Useful tools& templates
What changes can
we make that will
result in an
improvement?
How will we
know that a
change is
improvement?
What are we
trying to
accomplish?
Business case
Charter
Resource estimate
3 Q
What changes can we
make that will result in
improvement?
How will we know
that a change is
improvement?
What are we trying
to accomplish?
1. Clear goals + well defined scope+ realistic
timelines
Deliverables , ”output”
Timing
Purpose. Benefit/ business case
In& out of scope?
Is there a fixed deadline?
2. The success criteria
-How will we know the problem has been solved?
-”What does good look like”?
-How can you ”proof” that? Benefit tracking model
Describe
3. The Plan
•Understand the purpose
•Create a project plan
•Define the problem
•Envision solutions
•Test solutions, has the problem
been solved? How do you know?
•Implement new process
•Implement new process
management controls
•Hand over new process to process owner
Says who?
Project leader &
team.
Says who?
Project leader &
sponsor”
Quality management
Time&
resources
Scope
Time Resources
Scope
Time+ Resources+ Scope= Quality
1.Time + Resouces define scope
2. Time+ resources+ scope define quality
An alternative view of quality…
So, how do you build a good
relationship with your sponsor?
Exercise
• What is the sponsor role?
• What do you need from a sponsor?
• What you think a sponsor expect of you?
Getting started…
- What is the problem?
(and how will we know it has been solved?)
2.Defining success criteria
$
DESCRIBE!
OUTPUT! CHANGE! WHAT
DOES IT LOOK LIKE?!
Today….Tomorrow…
How will we
know that a
change is
improvement?
2. How will we know a change is an improvement.
What does good look like?
-How to measure? Verify? ”Proof”
•Reduced errors
•Improved customer satisfaction
•Improved turntime
•xxx….
Says who?
Project leader &
sponsor”
Says who?
Project leader &
team
Now you know what you are going
to do...
• Purpose, scope, benefit case
So HOW are you going to do it?
Select
project
Establish
project
leadership
team
•Clarify purpose, objectives&
deliverables, benefit case and
success criteria
•List enablers and barriers
•Identify key people
•Make FTE assessment
•Recruit and mobilize team
•Define process for improvement
•Identify measurements, or proof of concept,
establish baseline& goals, define benefit tracking
model (data collection plan)
•Assess risks and dependencies
•Create stakeholder map
•Define support estimate (resources & cost)
•Define milestones& project plan
•Establish team management plan
•Establish risk & dependency
management plan
•Create communication plan
•Establish project review
processes
•Hold phase completion review
meeting project lead +
sponsor+ steering committee
Mobilize project- a model
Deliverables Mobilize
•Project contract
•Project plan
•Team management plan/
ways of working
•Resources estimate
•Risk management plan
•Dependency
management plan
•Stakeholder &
communication plan
Iterative
CHARTER/
CONTRACT
PROJECT
MANAGEMENT
PLAN
TEAM
MANAGEMENT
PLAN
RESSOURCE
ESTIMATE
(amount/cost)
RISK
MANAGEMENT
PLAN
DEPENDENCY
MANAGEMENT
PLAN
STAKEHOLDER
MANAGEMENT
PLAN
purpose
scope SIPOC stakeholder map
objectives/
end deliverables measurements
communication
plan
baseline
measurements data collection plan
goal performance time line (Gantt)
milestones
milestone tracking
process
benefit case
benefit tracking
model
steering
committee
project team
activity plans/
action logs/ RACI sponsors staff resources
ressource estimate project leader IT requirements Risk log Gantt chart
list of
enablers/barriers project team other equipment
Risk
management
plan
dependency
management plan
ressource
estimate travel
ways of working/
ground rules
performance
review
process
Project Management Tools “Check list” end of MOBILIZE phase
Mobilize the team & the organiztion
1. Who should be in the team?
Who should be in the team?
• Skills needed?
• Personal qualities?
• Availability?
• Who is the functional manager?
• Resource competition? Other ongoing projects? Daily
workload?
• How to mobilize interest for your project and ensure
availability?
• How to mobilize your team?
Mobilize the team- project leader“to do list”
Action
Due
date Status Comment
List skills and personal qualities I need
in my team Set YOUR selection criteria.
List potential candidates
Check availability with functional
manager
"How to 'sell' the project idea, possibly engage
sponsor at this stage?
Check level of interest with potential
team candidates
Check in what they are working on, work load,
holiday plans, etc. Is this person really
available?
Schedule "kick-off meeting"
.
How do you mobilize interest for YOUR project?
How do you get on top of everybody’s agenda?
(hint, it is not about you…it is about what’s in it for
them…with their words…)
BUT they do not have VETO right, you are in charge, to deliver
change…
Mobilize the team & the organization
2. Mobilizing the team
1st team meeting
•What is the task at hand?
•What resources will we need
to deliver this? Time &
resource estimate. Other
enablers & dependencies?
•How are we going to work
together as a team?
Meeting Agenda
Topic Desired Outcome & Output Input needed Who Time
TOPIC WHAT ARE WE TRYING TO ACCOMPLISH? END GOAL; SUCCESSFUL
OUTCOME; WHAT IS THE TANGIBLE DIFFERENCE YOU WILL SEE AT
THE END OF THIS SESSION? TANGIBLE OUTPUT
WHAT TOOL WILL BE USED?
HOW WILL WE GET THERE? WHAT
INPUT IS NEEDED
WHO OWNS THE TOPIC?
WHO CAN PROVIDE
INPUT/facts/data?
WHO NEEDS TO BE PART OF
THE DISCUSSION?
Decisionmakers
TIMING?
Action & Decision Review Read out decisions, actions, owners & due dates – Capture any
missing or edit as necessary
5 min
5 R’s- How are we going to work together?
Relationships
• How will the team become a
team and work as a team
•Team building activities
•Celebration of successes
•Dealing with challenges
• Should their be any formal
mentoring or coaching within the
team, if so how will this take
place
Range
• What is the purpose of the project
• What is the scope of the project
• What process are you working on? SIPOC
• What are the project boundaries – when does
it start, stop, or new members come in
Results
• What will the results of the team work be
• The project benefit case
• The change
Roles
• Establish the roles in the team, who is
expected to do what, what are they
accountable for, and how much time should
they use*
Rules
• What are the rules for
“daily business”?
”Getting the job done”,
team meetings, giving
feedback. Etc.
What resources will we require?
Enablers
• What resources and support
will enable the project?
• Including time estimate
Barriers
• What obstacles or challenges
do we have to overcome?
Dependencies
Other projects that need to be completed?
Other dependencies?
Who else needs to be involved?
Who will we need to work with?
Needs to be involved
• To do what and when?
(what do we need from
them?)
• How to engage?
Will be impacted
• How and when?
(today you do this…,
tomorrow you will do that)
• How to initiate
communication? (what do
they need from us)
Action log from 1st team meeting
Action Responsible Due date Status
•Set a date for next team meeting (Project plan workshop)
•Actions to rally resources?
•Actions to engage with key stakeholders?
•Personal “to-do” lists and follow up plans?
Five frogs are sitting on a log.
Four decide to jump off.
So how many are left?
Decisions are worthless … unless you turn them into commitments.
Five, because deciding is different than doing.”
A note on action logs,
and commitment...
How to get off the
ground…
The role of the project leader…
•Project leadership is a skill that takes time to
develop in a person or organization.
© 2004 P. W. Ford
Remember…!
It is impossible to preserve sanity at work without open communication.
Ask and You Shall Receive…
Commitment conversations begin with a request
“Can you bring the reports to the meeting?”
Things can go off track at this early point, especially if you ask without
really asking.
The typical way to avoid making a clear request is to make a muddled one.
-It would be great if…
-Someone should…
-Do we all agree to…?
-Can you try to…?
-The boss wants...
Assertiveness & communication
Although there are many ways to ask, the most effective ones follow a
common pattern:
In order to get A (a want or need),
I ask that you deliver B by C.
Can you commit to that?
Well-formed request demands a clear response. There are only three
possible answers:
-Yes, I commit.
-No, I decline.
-I can’t commit yet because…,
a. I need clarification.
b. I need to check; I promise to respond by X.
c. I want to propose an alternative.
d. I can make it only if I get Y by Z.
Anything else is a weasel promise !
Here are some interesting ways by which people often say, “No, I don’t
commit.”
-Yes, I’ll try.
-OK, let me see what I can do.
-Seems doable.
-Let me check into it.
-Someone will take care of it/get back to you…
Recap of day 1
http://www.slate.com/blogs/the_slatest/2013/0
5/23/obama_heckler_video_code_pink_s_mede
a_benjamin_interupts_president_obama.html
How to handle disruptions…
You will find links to more advice on this on page 97
The art & sience of how to start up, manage, and wrap up a project
Agenda
Day 1 ”Mobilize your project”
•Getting started…
•Mobilize the team & the organisation
•Plan the work
***********************************
Day 2 ”Manage your project”
•Manage the project
•Handover-close down of project
Plan the work…
1.Creating the project plan
2.Setting timelines
3. Identifying risk & dependencies
4. Assign task and responsibilities
5. Define the project management and review
process
2nd Team Meeting
Creating the project plan
PAGE 41
Month 4 5 6
Project plan
Overall timeline
8 9 10 11 12 1 2
2009
3 7
1. Project scoping and team
mobilisation
Booking on standard terms
project
2. Obtaining baseline data* from
pilot countries
1st Pilot PDSA4. Kickoff 1st pilot test in Germany
in week 47
Tariff cleanup and simplification8. Tariff cleanup and simplification
8 9 10
7. Global roll-out
Global
Roll-out
Scope & team setup
Baseline data*
Today
3. Conduct on-site workshop in one
of the 4 selected pilot countries
On-site workshop
2nd Pilot
PDSA
5. Kickoff 2nd & 3rd pilot test in
India in week 49
3rd - 4th Pilot
PDSA
6. Kickoff 4th pilot test in Turkey
and Chile in week 50
7. Review results of pilots and
design global roll-out package
Design global roll-out package
Project
Timeline
workshop
Gantt chart
High level version
(for external
communication)
Action log
24
10
2/5
Setup detailed training
program for process involved
Staff
1553
New Pricing Process requires strict
governance - if not in place process will
break down
6
(3/2)
Stagger the implementation
(several stages) and focus on
non key routes first
1553Destabilization of sensitive markets
15
(5/3)
Speed up recruitment new
team members
2555
Loss of project team members and/or
recruiting new resources delaying the
project
20
25
Risk Index
(1-25)
5
(5/3)
Work closely with Pilot
countries and obtain signoff
from each country
54
Scope overlap from other global
projects might jeopardize business case
realization
Reporting and Enabling Reports not
ready for scheduled roll-out
Issue / Risk
5
Impact
(1-5)
5
Probability
(1-5)
Use the delay to align the
Yield and tier pricing
initiatives
Mitigation
Issues and risks to milestone plan (Example)
20
(5/4)
Risk Index
After
Mitigation
1-9 10-15 16-25
Risk
management
plan
Who Responsible Accountable Consulted Informed
Deliverable
Milestone 1
Milestone 2
Milestone 3
Milestone 4
RACI
You will find more advice on this is in the specific “Project Plan” handbook in this series.
The project plan
Deliverables, timelines, tasks and dependencies
1. Review the purpose of the project.
2. What are the end deliverables? Tangible output.
3. What main “building blocks” are needed to deliver the end
deliverables. Tangible output. Milestones.
4. What tasks needs doing to build the building blocks? All
required input and activities, including the Maersk Model.
5. What are the dependencies between the building blocks?
6. How long will it take to build each building block?
7. What risks, issues, challenges exist?
DeliverablesMilestones
Tasks
Tasks Milestones Deliverables
Risks?
Dependencies?
1. What are the end deliverables? OUTPUT!
2. What are the main building blocks- the ”Milestones” to build? OUTPUT
3. What tasks will need doing? Verb+noun
4. What are the inter- dependencies , between tasks , between
milestones? Other dependencies outside the project?
5. How long will it take to build each building block. Deadlines.
6. What risks exist? Competing resources? Review deadlines.
7. Who should be doing what? Accountability and responsibility. RACI
8. Create action logs and personal to-do lists
Who
x y z w
Activity/task
Milestone 1 A+ R
Milestone 2 A R I I
Milestone 3 C A+R
Milestone 4
Milestone 5
Milestone 6
R = Responsible
A = Accountable
C = Consulted
I = Informed
RACI
Ownership of delivering milestones
Minimum Accountable and Responsible
What is reasonable ?
• Where to draw the line “accountability to “honour
commitments”…?
• Project commitments vs “daily business”…
• What can you do?
Action log
Action Responsible Due date Status
So how do you deliver a project on
time and within budget?
Exercise:
• According to your experience
• Create your own guide lines and check lists
Project leader “to- do- list”
• Create Gantt chart
• Create risk log
• Create RACI
• Create milestone tracking plan/ VMS template
• Create Terms of reference
• Set up VMS
• Create Team management plan. 1-2-1 with your team.
• Create Resource tracking template
• Schedule Stakeholder mapping workshop
Template to Identify the Deliverables
Milestone Responsible Success criteria Deadline
Milestone 1
Milestone 2
1 2 3 4 5 6 7 8 9 10 11 12
Milestone 1
Milestone 2
Milestone 3
Milestone 4
Milestone 5
Milestone 3 Progress 10% Status
Task 1
Task 2
Task 3
Task 4
Task 5
Task 6
Current Status Todays date Next steps
Action Due Responsible
xxxx
yyy
zzzzz
Risk? Xxx
Project Name Start date: April 5th 2013 Estimated completion date: July 2013
Project leader: Name
Milestone tracking
Project Risk Log
Risk
Probabilit
y
(1-5)
Impact
(1-5)
Risk
Index
(1-25)
Mitigation
Risk Index
After
Mitigation
Reporting and Enabling Reports not
ready for scheduled roll-out
5 5 25
Use the delay to align the
Yield and tier pricing
initiatives
20
(5/4)
Loss of project team members and/or
recruiting new resources delaying the
project
5 5 25
Speed up recruitment new
team members
15
(5/3)
Scope overlap from other global
projects might jeopardize business
case realization
4 5 20
Work closely with Pilot
countries and obtain signoff
from each country
5
(5/3)
New Pricing Process requires strict
governance - if not in place process
will break down
3 5 15
Setup detailed training
program for process
involved Staff
10
2/5
Destabilization of sensitive markets 3 5 15
Stagger the implementation
(several stages) and focus
on non key routes first
6
(3/2)
1-9 10-15 16-25
Risk management
Terms of Reference – weekly meetings
Frequency: weekly, Fridays
Venue: HR Meeting room
Timing: 60 mins
OBJECTIVES:
Regular status updates, current status and next steps
To review the project plan and action log, to check if
we are on track and if not, why and what needs to be
done to get back on track, to ensure focus on delivery,
swift actions. Team work to ensure we are on the
same track and to help each other reach our
objectives
To capture lessons learned: for continuous
improvement and learning; this is going well,
this we want to do more/less/ differently next time/
going forward
INPUTS+PREPARATION:
Standard agenda
Project plan+ action log
Prepare lessons learned
ATTENDEES: Project team
AGENDA:
What is going well, results delivered this week
Review project plan, are we on track?
Action log, any outstanding actions?
Lessons learned:
Yellow hat:this has been going well
Black hat: this was not going so well
Green hat: we have learned this, next time I will do
more/less/this differntly
Next steps, possibilities and challenges, actions
OUTPUTS:
Updated Action log, deliverables/objectives for nxt
week
Lessons learned
Ground Rules:
Open & honest
Non Judgemental
Challenge constructively
The Gantt chart
For the project team
The Gantt chart
For your audience
1 2 3 4 5 6 7 8 9 10 11 12week
Milestone 1
Deadline
Milestone 2
Milestone 3
Milestone 4
Milestone 5
(end
deliverables)
Status
Mobilize the team & the organization…
3. Mobilizing the orgaization
3rd Team meeting
Creating the Stakeholder map & the
communication plan
• Stakeholder map
• Communication plan
• Project status reporting
Stakeholder
Stakeholder interest in
this project
What do we need from them? What do they need from us?
Level of
influence
Prepared-
ness to
support
Stakeholder analysis
Stakeholder MatrixStrongLow
Challenger Passive Resistor Neutral Active Supporter Leader
C: MAXIMUM EFFORT
High Priority.. Seek to motivate, generate a sense of
urgency via F2F, workshops, WebEx, tailored updates
D: KEY PLAYERS
Keep satisfied.. Take action to use these individuals as change
agents/leaders via F2F, workshops, WebEx, tailored updates
B: ENHANCEMENT OPPORTUNITY
Keep Informed.. Monitor for ‘under the radar’ changes;
consider action to enhance influence
A: MINIMUM EFFORT
Minimal Efforts required.. Respond to ad-hoc request
and inform via team-site/Enable
Levelofinfluence(FormalorInformal)
Preparedness to support / Interest(Stakeholder’s motivation or enthusiasm to change current status)
Project Management Handbook 10.1
Project Management Handbook 10.1
Project leader “to do list”
• Add communication plan to Gantt chart and RACI
CHARTER/
CONTRACT
PROJECT
MANAGEMENT
PLAN
TEAM
MANAGEMENT
PLAN
RESSOURCE
ESTIMATE
(amount/cost)
RISK
MANAGEMENT
PLAN
DEPENDENCY
MANAGEMENT
PLAN
STAKEHOLDER
MANAGEMENT
PLAN
purpose
scope SIPOC stakeholder map
objectives/
end deliverables measurements
communication
plan
baseline
measurements data collection plan
goal performance time line (Gantt)
milestones
milestone tracking
process
benefit case
benefit tracking
model
steering
committee
project team
activity plans/
action logs/ RACI sponsors staff resources
ressource estimate project leader IT requirements Risk log Gantt chart
list of
enablers/barriers project team other equipment
Risk
management
plan
dependency
management plan
ressource
estimate travel
ways of working/
ground rules
performance
review
process
Project Management Tools “Check list” end of MOBILIZE phase
End of Mobilize
•Now you have laid the foundation…
•Project management is an iterative
process, you will revisit several topics
throughout the project cycle
Manage your project
Get the job done...
The road to success…
•Set Goals
•Build relationships
•Deliver results
Manage your project
1 a) The Maersk Model
• Analyse the problem
• Envision solutions
• Test the solutions- manage the pilot, has the problem
been solved? How do you know?
• Engage with your target audience
• Introduce change…
• What is the change?
• Train the organization
• Hand over the management controls to the process
owner
Manage your project
1 b) Manage your project
• Keep your team happy
• Keep track of progress
• Identify and address risks and issues
• Solve problems
• Status reporting
• Communication with key stakeholders, progress, findings
• Prepare next steps
This is the team
Xxxx
Role, role, role
“Organisational chart”
•For Communication purposes
•For yourself…take care of
your team, get to know each
and everyone, we all have our
little ways…
Hardcore Alignment… also
known as “Working with…”
•Use this to approach to align with colleagues on
communication needs, working relationship
expectations, and practical channel preferences.
•This is a one to one, ideally face to face, meeting in
a quiet spot.
•Best to focus on the practical things that will make
the working relationship beneficial for both parties.
•Share your needs and expectations as well.
•This is an example calendar invite to set up the
session:
"God is in the details". - Ludwig Mies van der Rohe
“Questionnaire”
As we are working together in a new context, I'd like to sit
down with you one on one and discuss the following
points:
1 - What are your expectations from me as a colleague?
2 - What do you need to know from me?
3 - What is your preferred channel to receive information?
4 - Share what I expect
5 - Share what I need to know
6 - Share what the communication channels I prefer
Slide no. 73Department
Working with… (replace “…” with the name of
colleague)
… needs to know… … will proactively share
with me…
… expectations are… … preferred channel…
Focus on understanding from your
colleague, the practical topics that your
colleague needs to know from you.
Asking, within the scope of my current role,
what do you need to know from me? What
information can I share with you to make
your life easier… make your team run more
smoothly…
Share your communication needs from your
colleague and their team. Be as detailed as
possible.
Agree any timing requirements for the
communication or sources to proactively
reference.
This could get fluffy, so use examples
around your expectations to set the tone.
Set the scene, “to ensure the best possible
working relationship, let’s share our
expectations from colleagues”
Ask, What do you expect from me?… How do
you like to work with colleagues?…
This is really practical and can help get
better turn around on decisions, improve
collaboration, avoid the little annoyances
that get ever so real for us as colleagues.
Use your preferences as an example. “I
prefer you email actions so I can add them
to my calendar to complete” or “Don’t leave
me voice mail, I’ll return your missed call”
Ask, What is your preferred channel of
communication?… Do you listen to voice
mail?... Do you use Office Communicator?
Etc.
The Global Service Center power point team,
MNLGSCANLPPT, can type this up for you… see next slide
Working with Tine - Example
Tine needs to know… Tine will proactively share
with me…
Tine’s expectations are… Tine’s preferred channel…
What
customers are
selected?
-Martin
When are we
testing?
-Martin
(Timeliness)
Who will do
what for
customer
contact?
Wants Karina
& I to be
coordinated
Who are we
interacting
with?
Karina
Communications
Plan &
Execution
Survey
approach &
needs
Received
ppt & webex
content
To be told
if I am
annoyed or
pissed off
Ask for info
directly
Quickly &
directly raise
concerns
Question what
we do…
Discuss with
team directly
Email is
primary
Phone ok –
doesn’t listen
to voicemail
Gets annoyed
if emails not
answered
Project Management Handbook 10.1
Task Name: Why is this important?
Specifics: (SMART)
What does success / completion look like? What are the criteria for success?
What report-back / update checks to you want? At what intervals will you provide feedback?
When does it need to be completed? Is there time to redo the job, if it doesn’t meet expectations?
Do I have the experience, knowledge and skills to complete? What are the consequences to not delivering on time?
What do I get out of this? What is the gain for the team?
What resouces do I need?
Delegation
Performance dialogue
• 1-on-1 with your team members
• Be clear on your role
• Collaborative, find solutions
So how do you support your team
to enable them to deliver on time?
Exercise:
• Write your own set of guide lines
PEX Project Charter & Contract Template
 How are you feeling?
What have been the successes and challenges this past week?
Have we successfully addressed the challenges and action points from last
week?
This is how I see your performance from this past week: … …
How do you see my performance as your manager this past week –what can I
learn or improve on?
What challenges and action points should we raise for this week?
What else/specifically can I do to support you?
Weekly performance dialogue with team members
Keeping track of things...
•Progress on tasks, milestones. The Project Plan.
Socio- emotional issues…
•Mitigate risks, handle issues
•Making sure you are on track, in line with the plan
•Keep sponsor and key stakeholders informed
•Prepare next steps…
•Identify issues- decide ACTION
Project plan, stakeholder map,
risk log maintenance
• Review project plan weekly
• But who has authority to move deadlines and change
goals?
• Review stakeholdermap ”frequently”, are they moving?
How do you know?
• Identified risks require mitigation plans
• Identified issues require mitigation actions
1 2 3 4 5 6 7 8 9 10 11 12
Milestone 1
Milestone 2
Milestone 3
Milestone 4
Milestone 5
Milestone 3 Progress 10% Status
Task 1
Task 2
Task 3
Task 4
Task 5
Task 6
Current Status Todays date Next steps
Action Due Responsible
xxxx
yyy
zzzzz
Risk? Xxx
Project Name Start date: April 5th 2013 Estimated completion date: July 2013
Project leader: Name
Manage risk and issues
Project Risk Log
Risk
Probabilit
y
(1-5)
Impact
(1-5)
Risk
Index
(1-25)
Mitigation
Risk Index
After
Mitigation
Reporting and Enabling Reports not
ready for scheduled roll-out
5 5 25
Use the delay to align the
Yield and tier pricing
initiatives
20
(5/4)
Loss of project team members and/or
recruiting new resources delaying the
project
5 5 25
Speed up recruitment new
team members
15
(5/3)
Scope overlap from other global
projects might jeopardize business
case realization
4 5 20
Work closely with Pilot
countries and obtain signoff
from each country
5
(5/3)
New Pricing Process requires strict
governance - if not in place process
will break down
3 5 15
Setup detailed training
program for process
involved Staff
10
2/5
Destabilization of sensitive markets 3 5 15
Stagger the implementation
(several stages) and focus
on non key routes first
6
(3/2)
1-9 10-15 16-25
So how do you manage an ever-
changing world?
• Things “beyond our control”?
• Ever changing resources
• Keeping track of things…
Dear God give me the serenity to accept
the things I cannot change,
The courage to change the things I can,
And the wisdom to know the difference
Resource tracking
Status reporting/ VMS
• The famous “One pager”
• Benefit tracking!
Tailor make to suit your audience…
• A note on “over communication”
• Information v.s. communication
• Addressing risks, issues, problem solving, always
good to have an idea…
• Be open about your challenges?
Communication with your target
audience…
• Status reporting to key stakeholders, keep informed,
attention span, engagement…
• Change management, information & communication
• Who has VETO? Does everybody have a say? Who
“knows best”…? How to handle feedback. Volounteered
info you didn’t ask for. Feeback you have asked for….
• How do you create acceptance, buy-in and commitment?
• How do you know the level of acceptance, buy-in?
Commitment?
Changing the way we do things
around here…
• What is the change…
1. Where are we starting from?
2. Where are we going?
3. Why? What’s in it for the customers, for your audience.
4. What is the change…
Project Management Handbook 10.1
What is the change?
What is the learning need?
• What does your target audience need to learn?
• How will you train them?
• How will you know they have learned, bought into,
accepted and committed to a new process?
• A word on VETO…
Handing over…
• Project closure…
Learn more about this in the “Change Management” in this series
Process management controls
• No handover without process management controls
• No new process without process and result measures
• How do you know your process owner has full
understanding and ready to take ownership?
“The art of communication is the language of leadership.“ James Humes
So how do you achieve
sustainable change?
Exercise:
• Write your own guide lines
Learn more, suggested reading
Articles, books, websites. Check in with me and get your free copy
• Learning Styles, e.g. The 4 MAT System
• Coat of Arms Assignment- Get to know yourself and your colleagues
• Personal Communication Styles Inventory: coachinc.com
• Who am I- SCANDEVO
• The Nine Boxes- An interviewing technique to really understand your stakeholder. GoAgile
• Flirting with your customers. GoAgile
• Are you an upholder, a questioner, a Rebel or an Obliger? gretchenrubin.com
• Assertiveness. Working WITH People Not Against Them
• How to write an email that gets the job done.
• How to prepare a “Kick off meeting”
• How to be Successful in Meetings
• HBS: Elevator Pitch
• HBR: How to Listen When Your Communication Styles Don’t Match
• Handling Questions
• Keys to Effective Listening
• Guideline Active Listening
• Consultative Problem Solving Model The Villard Group Inc
• Collaborating with Non Collaborators. ProjectConnections Blog
• Managing Disruptive Behavior. The Villard Group Inc
• How to Spot and Deal with Passive- Aggressive
• How Will I Be a Better Coach
• Good Coaching Questions
• Monthly Performance Review Meeting documentation Tool
Feedback to me. Next PM training.
Do More, less, differently?
This is what I have learned…
Learning Log Project Management Training
I will start doing this?
I will stop doing this?
I will do this differently in future
Learning Log Project Management Training

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Project Management Handbook 10.1

  • 1. ”Getting the job done” A Practical Guide to Project Management Document Owner: Jessica Hagh Version: 1.0
  • 2. Before we start… This is a handbook on how to lead projects. Here we will go beyond the tools and templates you learn from PMI or Prince2. This is about how to use the tools. The practicalities, the people bit. How to actually get the job done. The questions you need to ask, the check ups you need to make. How to support your team, convince reluctant stakeholders, secure resources in an ever changing world. How to create a realistic project plan you and your team can actually deliver. How to engage your target audience! How to prepare for some of the key workshops and meetings you need to host. How to get the job done... This is what I have learned so far in my role as project leader, process improvement specialist and project management coach at the world’s leading container shipping company. The things I wished somebody had told me BEFORE I started my first project. The things my project leader trainees have brought up during their coaching sessions. The lessons we learned, the solutions we came up with. I am a certified Prince2 Practitioner and a Lean Six Sigma Black Belt. For more detailed advice please also check out the rest of the series: ”Project Leadership”, ” The Project Plan”, ”Change Management” and ”PMO Set Up”
  • 3. Before we start… A few basic facts and assumptions 3 Assignment #1 6 Assignemnt#2 7 Template Self awareness 8 Content 9 Learning Points 10 Part I Getting started 11 Assignment #3 17 Mobilize your team and the organisation 24 Plan the work 43 Assignement#4 48 Assignement#5 50 Part II Manage the project 67 Assignemnt#6 80 Assignement #7 Handover-close down of project 93 Assignemnt#8 96 Learn more – Suggested reading 97 Feedback template 98 Learning Log 99
  • 4. •Project leadership is a skill that takes time to develop in a person or organization. © 2004 P. W. Ford
  • 5. 95 % of all projects fail because of socio- emotional issues…! Only 16% of Change Projects are successfully delivered. Most Transformation Projects fail , usually due to poor ownership building P. W. Ford
  • 6. Worst project? -What was not working well? -What would you have liked to have seen done differently? Best project? -How was it well managed? Ice- breaker Use this ice breaker exercise with your team when you start a new project to get to know their experience with projects Exercise: Describe the best project you have been working on, what went well and how was it well managed? Describe your worst project.
  • 7. Self Awareness Exercise (find links on page 97) What is your theme song? http://www.youtube.com/watch?v=Ho-Q4QNyCD0 Are you an upholder? What is your attitude to deadlines and rules? My “theme song”was for many years “One Moment in Time”, it totally describe my attitude to life, projects, sport, any task really. Myers-Briggs test Johari Window Being the leader of projects require a unique set of leadership skills. You will have to be able to lead without any “formal “authority and to exercise influence over a broad range of stakeholders and your team. None of us are likely to become Henry Ford but his example points out a critical key to success: AWARENESS. Awareness of the environment you work in; the hierarchies and culture. Awareness of what preoccupies the people you wish to lead. Awareness about yourself, your drivers, your vision, your communication style. Your red buttons. As the project leader your awareness and accurate understanding of any give situation will affect everyone around you. Your team and your sponsor depend on your perception of the situation and the actions you take. Self awareness is a key to success, so take some time to reflect upon yourself and ask for feedback! What are your values? What are your drivers? How well do you communicate those.Most important, what impression do you make on others?! Communication Style
  • 8. Tips on working with Jessica My Myers-Briggs style: EN/FP (Extroverted Intuitive / Feeling Perceiving) In a team environment, the ENFP can contribute by: • Acting as a catalyst for change and encourage the team to change together • Focusing on areas of agreement and building on other’s proposals • Generating team spirit though the ENFP's own energy and enthusiasm • Where there are areas of disagreement, exploring a wide range of options to see if a point of agreement can be found • Contributing creative ideas, particularly those involving people • Including others in the process of developing ideas and vision, and being very accepting of contributions, even of varying quality The potential ways in which an ENFP can irritate others include: • Loosing sight of the main purpose of the discussion and going off at tangents • Initiating too many projects, and not being able to delivery on all of them • Talking too much • Making errors of fact Hot Buttons (Behaviors): •Being very critical of others •Focusing on the problems i/o the solutions My Principle: The difficult we can do at once, the impossible only takes a little longer. My Priorities: 1. My boyfriend 2. Work 3.Being there for friends and family. 4. See the world My Drivers: 1. Finding solutions 2. Getting positive feedback 3. Connecting with people 4. Try new things 5. Having fun at work and in life My Operating premises at work: •People-focused •Unconventional •Solutions orientated •Positive, friendly, polite brings out the best in me and others •Challenge but challenge constructively, speak with data. Be Aware: I love to connect with new people, learn new things, I talk a lot and ask a lot of questions, but when stressed I can come across as uncommunicative and unapproachable. I am kind but tough, strong drive to succeed, very stong. Communication: face to face, group discussion, presentations, phone, email, This is a template you can use to increase your own self awareness but you can also use it for a team building event. It promotes self awareness and understanding of each other in the team, enabling respectful team work.
  • 9. The art & sience of how to start up, manage, and wrap up a project Agenda Day 1 ”Mobilize your project” •Getting started… •Mobilize the team & the organisation •Plan the work *********************************** Day 2 ”Manage your project” •Manage the project •Handover-close down of project
  • 10. Learning points How to…. At the end of this training you should know how to: • Establish and maintain a good relationship with your sponsor • Deliver your project on time and within budget • Support your team • Manage deadlines and resources • Secure resources in an ever changing world • Deliver sustainable change * Sponsor is a company specific term, it describes the business process owner accountable for delivering the project benefit case to the company and the person to whom the project leader is responsible to deliver the project.
  • 11. Getting started… - What is the problem? (and how will we know it has been solved?) 1.Defining visions and goals Beware! You will be surprised how many projects that start without a clear understanding of these questions. If a project is action driven rather than goal directed it will be difficult for you as project leader to argue you have delivered a successful project…
  • 12. Meet your sponsor*… So you have this idea about a project? • Is it your own project idea? • Or is it your sponsor who has an idea for you to lead? Regardless, you and your sponsor must be aligned on purpose and how you define success! What does “good look like”? • Goals, timing, success criteria • “Guess-timate” Business Case -Benefits? -Project cost? Resource estimate * Sponsor is a company specific term, it describes the business process owner accountable for delivering the project benefit case to the company and the person to whom you as project leader deliver the project.
  • 13. Useful tools& templates What changes can we make that will result in an improvement? How will we know that a change is improvement? What are we trying to accomplish? Business case Charter Resource estimate 3 Q
  • 14. What changes can we make that will result in improvement? How will we know that a change is improvement? What are we trying to accomplish? 1. Clear goals + well defined scope+ realistic timelines Deliverables , ”output” Timing Purpose. Benefit/ business case In& out of scope? Is there a fixed deadline? 2. The success criteria -How will we know the problem has been solved? -”What does good look like”? -How can you ”proof” that? Benefit tracking model Describe 3. The Plan •Understand the purpose •Create a project plan •Define the problem •Envision solutions •Test solutions, has the problem been solved? How do you know? •Implement new process •Implement new process management controls •Hand over new process to process owner Says who? Project leader & team. Says who? Project leader & sponsor”
  • 15. Quality management Time& resources Scope Time Resources Scope Time+ Resources+ Scope= Quality 1.Time + Resouces define scope 2. Time+ resources+ scope define quality
  • 16. An alternative view of quality…
  • 17. So, how do you build a good relationship with your sponsor? Exercise • What is the sponsor role? • What do you need from a sponsor? • What you think a sponsor expect of you?
  • 18. Getting started… - What is the problem? (and how will we know it has been solved?) 2.Defining success criteria
  • 19. $ DESCRIBE! OUTPUT! CHANGE! WHAT DOES IT LOOK LIKE?! Today….Tomorrow…
  • 20. How will we know that a change is improvement? 2. How will we know a change is an improvement. What does good look like? -How to measure? Verify? ”Proof” •Reduced errors •Improved customer satisfaction •Improved turntime •xxx…. Says who? Project leader & sponsor” Says who? Project leader & team
  • 21. Now you know what you are going to do... • Purpose, scope, benefit case So HOW are you going to do it?
  • 22. Select project Establish project leadership team •Clarify purpose, objectives& deliverables, benefit case and success criteria •List enablers and barriers •Identify key people •Make FTE assessment •Recruit and mobilize team •Define process for improvement •Identify measurements, or proof of concept, establish baseline& goals, define benefit tracking model (data collection plan) •Assess risks and dependencies •Create stakeholder map •Define support estimate (resources & cost) •Define milestones& project plan •Establish team management plan •Establish risk & dependency management plan •Create communication plan •Establish project review processes •Hold phase completion review meeting project lead + sponsor+ steering committee Mobilize project- a model Deliverables Mobilize •Project contract •Project plan •Team management plan/ ways of working •Resources estimate •Risk management plan •Dependency management plan •Stakeholder & communication plan Iterative
  • 23. CHARTER/ CONTRACT PROJECT MANAGEMENT PLAN TEAM MANAGEMENT PLAN RESSOURCE ESTIMATE (amount/cost) RISK MANAGEMENT PLAN DEPENDENCY MANAGEMENT PLAN STAKEHOLDER MANAGEMENT PLAN purpose scope SIPOC stakeholder map objectives/ end deliverables measurements communication plan baseline measurements data collection plan goal performance time line (Gantt) milestones milestone tracking process benefit case benefit tracking model steering committee project team activity plans/ action logs/ RACI sponsors staff resources ressource estimate project leader IT requirements Risk log Gantt chart list of enablers/barriers project team other equipment Risk management plan dependency management plan ressource estimate travel ways of working/ ground rules performance review process Project Management Tools “Check list” end of MOBILIZE phase
  • 24. Mobilize the team & the organiztion 1. Who should be in the team?
  • 25. Who should be in the team? • Skills needed? • Personal qualities? • Availability? • Who is the functional manager? • Resource competition? Other ongoing projects? Daily workload? • How to mobilize interest for your project and ensure availability? • How to mobilize your team?
  • 26. Mobilize the team- project leader“to do list” Action Due date Status Comment List skills and personal qualities I need in my team Set YOUR selection criteria. List potential candidates Check availability with functional manager "How to 'sell' the project idea, possibly engage sponsor at this stage? Check level of interest with potential team candidates Check in what they are working on, work load, holiday plans, etc. Is this person really available? Schedule "kick-off meeting" . How do you mobilize interest for YOUR project? How do you get on top of everybody’s agenda? (hint, it is not about you…it is about what’s in it for them…with their words…) BUT they do not have VETO right, you are in charge, to deliver change…
  • 27. Mobilize the team & the organization 2. Mobilizing the team
  • 28. 1st team meeting •What is the task at hand? •What resources will we need to deliver this? Time & resource estimate. Other enablers & dependencies? •How are we going to work together as a team?
  • 29. Meeting Agenda Topic Desired Outcome & Output Input needed Who Time TOPIC WHAT ARE WE TRYING TO ACCOMPLISH? END GOAL; SUCCESSFUL OUTCOME; WHAT IS THE TANGIBLE DIFFERENCE YOU WILL SEE AT THE END OF THIS SESSION? TANGIBLE OUTPUT WHAT TOOL WILL BE USED? HOW WILL WE GET THERE? WHAT INPUT IS NEEDED WHO OWNS THE TOPIC? WHO CAN PROVIDE INPUT/facts/data? WHO NEEDS TO BE PART OF THE DISCUSSION? Decisionmakers TIMING? Action & Decision Review Read out decisions, actions, owners & due dates – Capture any missing or edit as necessary 5 min
  • 30. 5 R’s- How are we going to work together? Relationships • How will the team become a team and work as a team •Team building activities •Celebration of successes •Dealing with challenges • Should their be any formal mentoring or coaching within the team, if so how will this take place Range • What is the purpose of the project • What is the scope of the project • What process are you working on? SIPOC • What are the project boundaries – when does it start, stop, or new members come in Results • What will the results of the team work be • The project benefit case • The change Roles • Establish the roles in the team, who is expected to do what, what are they accountable for, and how much time should they use* Rules • What are the rules for “daily business”? ”Getting the job done”, team meetings, giving feedback. Etc.
  • 31. What resources will we require? Enablers • What resources and support will enable the project? • Including time estimate Barriers • What obstacles or challenges do we have to overcome? Dependencies Other projects that need to be completed? Other dependencies? Who else needs to be involved?
  • 32. Who will we need to work with? Needs to be involved • To do what and when? (what do we need from them?) • How to engage? Will be impacted • How and when? (today you do this…, tomorrow you will do that) • How to initiate communication? (what do they need from us)
  • 33. Action log from 1st team meeting Action Responsible Due date Status •Set a date for next team meeting (Project plan workshop) •Actions to rally resources? •Actions to engage with key stakeholders? •Personal “to-do” lists and follow up plans?
  • 34. Five frogs are sitting on a log. Four decide to jump off. So how many are left? Decisions are worthless … unless you turn them into commitments. Five, because deciding is different than doing.” A note on action logs, and commitment... How to get off the ground…
  • 35. The role of the project leader…
  • 36. •Project leadership is a skill that takes time to develop in a person or organization. © 2004 P. W. Ford Remember…!
  • 37. It is impossible to preserve sanity at work without open communication. Ask and You Shall Receive… Commitment conversations begin with a request “Can you bring the reports to the meeting?” Things can go off track at this early point, especially if you ask without really asking. The typical way to avoid making a clear request is to make a muddled one. -It would be great if… -Someone should… -Do we all agree to…? -Can you try to…? -The boss wants... Assertiveness & communication
  • 38. Although there are many ways to ask, the most effective ones follow a common pattern: In order to get A (a want or need), I ask that you deliver B by C. Can you commit to that? Well-formed request demands a clear response. There are only three possible answers: -Yes, I commit. -No, I decline. -I can’t commit yet because…, a. I need clarification. b. I need to check; I promise to respond by X. c. I want to propose an alternative. d. I can make it only if I get Y by Z. Anything else is a weasel promise !
  • 39. Here are some interesting ways by which people often say, “No, I don’t commit.” -Yes, I’ll try. -OK, let me see what I can do. -Seems doable. -Let me check into it. -Someone will take care of it/get back to you…
  • 42. The art & sience of how to start up, manage, and wrap up a project Agenda Day 1 ”Mobilize your project” •Getting started… •Mobilize the team & the organisation •Plan the work *********************************** Day 2 ”Manage your project” •Manage the project •Handover-close down of project
  • 43. Plan the work… 1.Creating the project plan 2.Setting timelines 3. Identifying risk & dependencies 4. Assign task and responsibilities 5. Define the project management and review process
  • 44. 2nd Team Meeting Creating the project plan PAGE 41 Month 4 5 6 Project plan Overall timeline 8 9 10 11 12 1 2 2009 3 7 1. Project scoping and team mobilisation Booking on standard terms project 2. Obtaining baseline data* from pilot countries 1st Pilot PDSA4. Kickoff 1st pilot test in Germany in week 47 Tariff cleanup and simplification8. Tariff cleanup and simplification 8 9 10 7. Global roll-out Global Roll-out Scope & team setup Baseline data* Today 3. Conduct on-site workshop in one of the 4 selected pilot countries On-site workshop 2nd Pilot PDSA 5. Kickoff 2nd & 3rd pilot test in India in week 49 3rd - 4th Pilot PDSA 6. Kickoff 4th pilot test in Turkey and Chile in week 50 7. Review results of pilots and design global roll-out package Design global roll-out package Project Timeline workshop Gantt chart High level version (for external communication) Action log 24 10 2/5 Setup detailed training program for process involved Staff 1553 New Pricing Process requires strict governance - if not in place process will break down 6 (3/2) Stagger the implementation (several stages) and focus on non key routes first 1553Destabilization of sensitive markets 15 (5/3) Speed up recruitment new team members 2555 Loss of project team members and/or recruiting new resources delaying the project 20 25 Risk Index (1-25) 5 (5/3) Work closely with Pilot countries and obtain signoff from each country 54 Scope overlap from other global projects might jeopardize business case realization Reporting and Enabling Reports not ready for scheduled roll-out Issue / Risk 5 Impact (1-5) 5 Probability (1-5) Use the delay to align the Yield and tier pricing initiatives Mitigation Issues and risks to milestone plan (Example) 20 (5/4) Risk Index After Mitigation 1-9 10-15 16-25 Risk management plan Who Responsible Accountable Consulted Informed Deliverable Milestone 1 Milestone 2 Milestone 3 Milestone 4 RACI You will find more advice on this is in the specific “Project Plan” handbook in this series.
  • 45. The project plan Deliverables, timelines, tasks and dependencies 1. Review the purpose of the project. 2. What are the end deliverables? Tangible output. 3. What main “building blocks” are needed to deliver the end deliverables. Tangible output. Milestones. 4. What tasks needs doing to build the building blocks? All required input and activities, including the Maersk Model. 5. What are the dependencies between the building blocks? 6. How long will it take to build each building block? 7. What risks, issues, challenges exist?
  • 46. DeliverablesMilestones Tasks Tasks Milestones Deliverables Risks? Dependencies? 1. What are the end deliverables? OUTPUT! 2. What are the main building blocks- the ”Milestones” to build? OUTPUT 3. What tasks will need doing? Verb+noun 4. What are the inter- dependencies , between tasks , between milestones? Other dependencies outside the project? 5. How long will it take to build each building block. Deadlines. 6. What risks exist? Competing resources? Review deadlines. 7. Who should be doing what? Accountability and responsibility. RACI 8. Create action logs and personal to-do lists
  • 47. Who x y z w Activity/task Milestone 1 A+ R Milestone 2 A R I I Milestone 3 C A+R Milestone 4 Milestone 5 Milestone 6 R = Responsible A = Accountable C = Consulted I = Informed RACI Ownership of delivering milestones Minimum Accountable and Responsible
  • 48. What is reasonable ? • Where to draw the line “accountability to “honour commitments”…? • Project commitments vs “daily business”… • What can you do?
  • 49. Action log Action Responsible Due date Status
  • 50. So how do you deliver a project on time and within budget? Exercise: • According to your experience • Create your own guide lines and check lists
  • 51. Project leader “to- do- list” • Create Gantt chart • Create risk log • Create RACI • Create milestone tracking plan/ VMS template • Create Terms of reference • Set up VMS • Create Team management plan. 1-2-1 with your team. • Create Resource tracking template • Schedule Stakeholder mapping workshop
  • 52. Template to Identify the Deliverables Milestone Responsible Success criteria Deadline Milestone 1 Milestone 2
  • 53. 1 2 3 4 5 6 7 8 9 10 11 12 Milestone 1 Milestone 2 Milestone 3 Milestone 4 Milestone 5 Milestone 3 Progress 10% Status Task 1 Task 2 Task 3 Task 4 Task 5 Task 6 Current Status Todays date Next steps Action Due Responsible xxxx yyy zzzzz Risk? Xxx Project Name Start date: April 5th 2013 Estimated completion date: July 2013 Project leader: Name Milestone tracking
  • 54. Project Risk Log Risk Probabilit y (1-5) Impact (1-5) Risk Index (1-25) Mitigation Risk Index After Mitigation Reporting and Enabling Reports not ready for scheduled roll-out 5 5 25 Use the delay to align the Yield and tier pricing initiatives 20 (5/4) Loss of project team members and/or recruiting new resources delaying the project 5 5 25 Speed up recruitment new team members 15 (5/3) Scope overlap from other global projects might jeopardize business case realization 4 5 20 Work closely with Pilot countries and obtain signoff from each country 5 (5/3) New Pricing Process requires strict governance - if not in place process will break down 3 5 15 Setup detailed training program for process involved Staff 10 2/5 Destabilization of sensitive markets 3 5 15 Stagger the implementation (several stages) and focus on non key routes first 6 (3/2) 1-9 10-15 16-25 Risk management
  • 55. Terms of Reference – weekly meetings Frequency: weekly, Fridays Venue: HR Meeting room Timing: 60 mins OBJECTIVES: Regular status updates, current status and next steps To review the project plan and action log, to check if we are on track and if not, why and what needs to be done to get back on track, to ensure focus on delivery, swift actions. Team work to ensure we are on the same track and to help each other reach our objectives To capture lessons learned: for continuous improvement and learning; this is going well, this we want to do more/less/ differently next time/ going forward INPUTS+PREPARATION: Standard agenda Project plan+ action log Prepare lessons learned ATTENDEES: Project team AGENDA: What is going well, results delivered this week Review project plan, are we on track? Action log, any outstanding actions? Lessons learned: Yellow hat:this has been going well Black hat: this was not going so well Green hat: we have learned this, next time I will do more/less/this differntly Next steps, possibilities and challenges, actions OUTPUTS: Updated Action log, deliverables/objectives for nxt week Lessons learned Ground Rules: Open & honest Non Judgemental Challenge constructively
  • 56. The Gantt chart For the project team
  • 57. The Gantt chart For your audience 1 2 3 4 5 6 7 8 9 10 11 12week Milestone 1 Deadline Milestone 2 Milestone 3 Milestone 4 Milestone 5 (end deliverables) Status
  • 58. Mobilize the team & the organization… 3. Mobilizing the orgaization
  • 59. 3rd Team meeting Creating the Stakeholder map & the communication plan • Stakeholder map • Communication plan • Project status reporting
  • 60. Stakeholder Stakeholder interest in this project What do we need from them? What do they need from us? Level of influence Prepared- ness to support Stakeholder analysis
  • 61. Stakeholder MatrixStrongLow Challenger Passive Resistor Neutral Active Supporter Leader C: MAXIMUM EFFORT High Priority.. Seek to motivate, generate a sense of urgency via F2F, workshops, WebEx, tailored updates D: KEY PLAYERS Keep satisfied.. Take action to use these individuals as change agents/leaders via F2F, workshops, WebEx, tailored updates B: ENHANCEMENT OPPORTUNITY Keep Informed.. Monitor for ‘under the radar’ changes; consider action to enhance influence A: MINIMUM EFFORT Minimal Efforts required.. Respond to ad-hoc request and inform via team-site/Enable Levelofinfluence(FormalorInformal) Preparedness to support / Interest(Stakeholder’s motivation or enthusiasm to change current status)
  • 64. Project leader “to do list” • Add communication plan to Gantt chart and RACI
  • 65. CHARTER/ CONTRACT PROJECT MANAGEMENT PLAN TEAM MANAGEMENT PLAN RESSOURCE ESTIMATE (amount/cost) RISK MANAGEMENT PLAN DEPENDENCY MANAGEMENT PLAN STAKEHOLDER MANAGEMENT PLAN purpose scope SIPOC stakeholder map objectives/ end deliverables measurements communication plan baseline measurements data collection plan goal performance time line (Gantt) milestones milestone tracking process benefit case benefit tracking model steering committee project team activity plans/ action logs/ RACI sponsors staff resources ressource estimate project leader IT requirements Risk log Gantt chart list of enablers/barriers project team other equipment Risk management plan dependency management plan ressource estimate travel ways of working/ ground rules performance review process Project Management Tools “Check list” end of MOBILIZE phase
  • 66. End of Mobilize •Now you have laid the foundation… •Project management is an iterative process, you will revisit several topics throughout the project cycle
  • 67. Manage your project Get the job done...
  • 68. The road to success… •Set Goals •Build relationships •Deliver results
  • 69. Manage your project 1 a) The Maersk Model • Analyse the problem • Envision solutions • Test the solutions- manage the pilot, has the problem been solved? How do you know? • Engage with your target audience • Introduce change… • What is the change? • Train the organization • Hand over the management controls to the process owner
  • 70. Manage your project 1 b) Manage your project • Keep your team happy • Keep track of progress • Identify and address risks and issues • Solve problems • Status reporting • Communication with key stakeholders, progress, findings • Prepare next steps
  • 71. This is the team Xxxx Role, role, role “Organisational chart” •For Communication purposes •For yourself…take care of your team, get to know each and everyone, we all have our little ways…
  • 72. Hardcore Alignment… also known as “Working with…” •Use this to approach to align with colleagues on communication needs, working relationship expectations, and practical channel preferences. •This is a one to one, ideally face to face, meeting in a quiet spot. •Best to focus on the practical things that will make the working relationship beneficial for both parties. •Share your needs and expectations as well. •This is an example calendar invite to set up the session: "God is in the details". - Ludwig Mies van der Rohe
  • 73. “Questionnaire” As we are working together in a new context, I'd like to sit down with you one on one and discuss the following points: 1 - What are your expectations from me as a colleague? 2 - What do you need to know from me? 3 - What is your preferred channel to receive information? 4 - Share what I expect 5 - Share what I need to know 6 - Share what the communication channels I prefer Slide no. 73Department
  • 74. Working with… (replace “…” with the name of colleague) … needs to know… … will proactively share with me… … expectations are… … preferred channel… Focus on understanding from your colleague, the practical topics that your colleague needs to know from you. Asking, within the scope of my current role, what do you need to know from me? What information can I share with you to make your life easier… make your team run more smoothly… Share your communication needs from your colleague and their team. Be as detailed as possible. Agree any timing requirements for the communication or sources to proactively reference. This could get fluffy, so use examples around your expectations to set the tone. Set the scene, “to ensure the best possible working relationship, let’s share our expectations from colleagues” Ask, What do you expect from me?… How do you like to work with colleagues?… This is really practical and can help get better turn around on decisions, improve collaboration, avoid the little annoyances that get ever so real for us as colleagues. Use your preferences as an example. “I prefer you email actions so I can add them to my calendar to complete” or “Don’t leave me voice mail, I’ll return your missed call” Ask, What is your preferred channel of communication?… Do you listen to voice mail?... Do you use Office Communicator? Etc.
  • 75. The Global Service Center power point team, MNLGSCANLPPT, can type this up for you… see next slide
  • 76. Working with Tine - Example Tine needs to know… Tine will proactively share with me… Tine’s expectations are… Tine’s preferred channel… What customers are selected? -Martin When are we testing? -Martin (Timeliness) Who will do what for customer contact? Wants Karina & I to be coordinated Who are we interacting with? Karina Communications Plan & Execution Survey approach & needs Received ppt & webex content To be told if I am annoyed or pissed off Ask for info directly Quickly & directly raise concerns Question what we do… Discuss with team directly Email is primary Phone ok – doesn’t listen to voicemail Gets annoyed if emails not answered
  • 78. Task Name: Why is this important? Specifics: (SMART) What does success / completion look like? What are the criteria for success? What report-back / update checks to you want? At what intervals will you provide feedback? When does it need to be completed? Is there time to redo the job, if it doesn’t meet expectations? Do I have the experience, knowledge and skills to complete? What are the consequences to not delivering on time? What do I get out of this? What is the gain for the team? What resouces do I need? Delegation
  • 79. Performance dialogue • 1-on-1 with your team members • Be clear on your role • Collaborative, find solutions
  • 80. So how do you support your team to enable them to deliver on time? Exercise: • Write your own set of guide lines
  • 81. PEX Project Charter & Contract Template  How are you feeling? What have been the successes and challenges this past week? Have we successfully addressed the challenges and action points from last week? This is how I see your performance from this past week: … … How do you see my performance as your manager this past week –what can I learn or improve on? What challenges and action points should we raise for this week? What else/specifically can I do to support you? Weekly performance dialogue with team members
  • 82. Keeping track of things... •Progress on tasks, milestones. The Project Plan. Socio- emotional issues… •Mitigate risks, handle issues •Making sure you are on track, in line with the plan •Keep sponsor and key stakeholders informed •Prepare next steps… •Identify issues- decide ACTION
  • 83. Project plan, stakeholder map, risk log maintenance • Review project plan weekly • But who has authority to move deadlines and change goals? • Review stakeholdermap ”frequently”, are they moving? How do you know? • Identified risks require mitigation plans • Identified issues require mitigation actions
  • 84. 1 2 3 4 5 6 7 8 9 10 11 12 Milestone 1 Milestone 2 Milestone 3 Milestone 4 Milestone 5 Milestone 3 Progress 10% Status Task 1 Task 2 Task 3 Task 4 Task 5 Task 6 Current Status Todays date Next steps Action Due Responsible xxxx yyy zzzzz Risk? Xxx Project Name Start date: April 5th 2013 Estimated completion date: July 2013 Project leader: Name
  • 85. Manage risk and issues Project Risk Log Risk Probabilit y (1-5) Impact (1-5) Risk Index (1-25) Mitigation Risk Index After Mitigation Reporting and Enabling Reports not ready for scheduled roll-out 5 5 25 Use the delay to align the Yield and tier pricing initiatives 20 (5/4) Loss of project team members and/or recruiting new resources delaying the project 5 5 25 Speed up recruitment new team members 15 (5/3) Scope overlap from other global projects might jeopardize business case realization 4 5 20 Work closely with Pilot countries and obtain signoff from each country 5 (5/3) New Pricing Process requires strict governance - if not in place process will break down 3 5 15 Setup detailed training program for process involved Staff 10 2/5 Destabilization of sensitive markets 3 5 15 Stagger the implementation (several stages) and focus on non key routes first 6 (3/2) 1-9 10-15 16-25
  • 86. So how do you manage an ever- changing world? • Things “beyond our control”? • Ever changing resources • Keeping track of things… Dear God give me the serenity to accept the things I cannot change, The courage to change the things I can, And the wisdom to know the difference
  • 88. Status reporting/ VMS • The famous “One pager” • Benefit tracking! Tailor make to suit your audience… • A note on “over communication” • Information v.s. communication • Addressing risks, issues, problem solving, always good to have an idea… • Be open about your challenges?
  • 89. Communication with your target audience… • Status reporting to key stakeholders, keep informed, attention span, engagement… • Change management, information & communication • Who has VETO? Does everybody have a say? Who “knows best”…? How to handle feedback. Volounteered info you didn’t ask for. Feeback you have asked for…. • How do you create acceptance, buy-in and commitment? • How do you know the level of acceptance, buy-in? Commitment?
  • 90. Changing the way we do things around here… • What is the change… 1. Where are we starting from? 2. Where are we going? 3. Why? What’s in it for the customers, for your audience. 4. What is the change…
  • 92. What is the change? What is the learning need? • What does your target audience need to learn? • How will you train them? • How will you know they have learned, bought into, accepted and committed to a new process? • A word on VETO…
  • 93. Handing over… • Project closure… Learn more about this in the “Change Management” in this series
  • 94. Process management controls • No handover without process management controls • No new process without process and result measures • How do you know your process owner has full understanding and ready to take ownership?
  • 95. “The art of communication is the language of leadership.“ James Humes
  • 96. So how do you achieve sustainable change? Exercise: • Write your own guide lines
  • 97. Learn more, suggested reading Articles, books, websites. Check in with me and get your free copy • Learning Styles, e.g. The 4 MAT System • Coat of Arms Assignment- Get to know yourself and your colleagues • Personal Communication Styles Inventory: coachinc.com • Who am I- SCANDEVO • The Nine Boxes- An interviewing technique to really understand your stakeholder. GoAgile • Flirting with your customers. GoAgile • Are you an upholder, a questioner, a Rebel or an Obliger? gretchenrubin.com • Assertiveness. Working WITH People Not Against Them • How to write an email that gets the job done. • How to prepare a “Kick off meeting” • How to be Successful in Meetings • HBS: Elevator Pitch • HBR: How to Listen When Your Communication Styles Don’t Match • Handling Questions • Keys to Effective Listening • Guideline Active Listening • Consultative Problem Solving Model The Villard Group Inc • Collaborating with Non Collaborators. ProjectConnections Blog • Managing Disruptive Behavior. The Villard Group Inc • How to Spot and Deal with Passive- Aggressive • How Will I Be a Better Coach • Good Coaching Questions • Monthly Performance Review Meeting documentation Tool
  • 98. Feedback to me. Next PM training. Do More, less, differently?
  • 99. This is what I have learned… Learning Log Project Management Training
  • 100. I will start doing this? I will stop doing this? I will do this differently in future Learning Log Project Management Training