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Slide 1: Fundamentals of Effective Project Management Presented by Jim Gray, MCPS jameslgray@worldnet.att.net 1
Slide 2: Fundamentals of Project Management      Emphasis on the first-time project manager Applicable to a diverse audience Interactive class Communicate your needs Housekeeping and breaks 2
Slide 3: My background  20 years project management experience – – – Aerospace High technology/network deployments Small business development    MBA MCPS/MS Project User Specialist A+ certified 3
Slide 4: What is a project?     Temporary People Constrained Planned, executed, controlled 4
Slide 5: What is project management?   Planning, scheduling, and controlling activities to meet project objectives Major objectives include: – – – – Performance or quality Cost Time or schedule Scope 5
Slide 6: Phases of a project     Inception Planning/Initialization Implementation Wrap-Up 6
Slide 7: Leadership assessment  Do the exercise starting on Page 4 7
Slide 8: Alternative 6 phase approach to Project management       Enthusiasm Disillusionment Panic Search for the guilty Punishment of the innocent Rewards and honors for the non-participants 8
Slide 9: The operating environment: A transition in perspective  From: – – – – –  To: – – – – – Positions Permanency Caution Procedures Activity Competencies Temporary Risk Possibilities Results 9
Slide 10: The mysterious four “F’s”     Feasible Focused Factual Flexible 10
Slide 11: The operating environment: Stressors Government Internal Users Resource Controllers External Users Management Subcontractors Boss Colleagues Suppliers Project Manager Team 11
Slide 12: Project manager’s organizational culture     High anxiety over job loss Frustration over lack of formal authority Lack of unity with functional organizations Conflict oriented 12
Slide 13: 5 characteristics successful project managers hold      Enthusiasm Leadership – political & people Technical knowledge Planning and control skills Communication 13
Slide 14: Controlling factors     Personalities Deadlines Budget Resource issues/conflicts 14
Slide 15: Is the right person always selected as project manager?  Common errors: – – – – Owner vs. User First available body Absentee manager Short-timer 15
Slide 16: Exercise: Pick the best candidate    Your team has been formed to select a Project Manager for moving the Corporate Headquarters from Tucson, Arizona to Brunswick, Maine The company will move its manufacturing operation and computer center as part of this move These are the available people: 16
Slide 17: Exercise: Pick the best candidate        A. B. 53 C. D. E. F. G. Jack Youngblood, admin asst., age 25 Rich Graham, VP marketing (European sales), age Mary Parr, production manager, age 44 Caspar Elliott, purchasing manager, age 64 Price Miller, management consultant, age 38 Donna Record, IT manager, age 40 Frank Gantt, systems analyst, age 31 17
Slide 18: Exercise summary    All candidates have positive and negative traits There is never enough information There are no perfect choices 18
Slide 19: Section I summary     Shift in focus Conflicting influences and goals New skill set Organization and time management are critical 19
Slide 20: Defining project management     Projects are oriented toward a single purpose/goal There is something unique about every project Projects have a limited/finite duration Projects require the coordination of many people’s interrelated activities 20
Slide 21: Project management vs. Traditional management T r a d it io n a l M a n a g e m e n t CEO VP E n g in e e r in g R on M a ry M a r k e t in g A lic e Sue P r o d u c t io n P aul B ill 21
Slide 22: Project management vs. Traditional management (cont’d) P r o je c t M a n a g e m e n t CEO VP P ro g M gr 1 M gr 2 E n g in e e r in g R on M a ry M a r k e t in g A lic e Sue P r o d u c t io n P aul B ill 22
Slide 23: Opposing goals Dimension Goals Work Norm Power Source Best for Bad for Chief problem Traditional Management Preserve stability Follow procedures Job title Routine Innovation Change Project Management Implement change Get the job done Job knowledge Innovation Routine Control 23
Slide 24: Champions vs. Managers   Compare and contrast Style-flexing 24
Slide 25: Assessment: Leadership  Please take the self-assessment starting on Page 13 of your workbook 25
Slide 26: Four leadership styles: Champion  Strengths – –  Weaknesses – Direction Motivation  Misses problems  PM Focus – – Things they do – – Goals Direction Provide focus Break project into do-able pieces 26
Slide 27: Four leadership styles: Coach  Strengths – –  Weaknesses – Challenges people Brings out the best in people  Stay back too much  PM focus – Things they do – – Delegation of tasks Set standards Develop feedback loops 27
Slide 28: Four leadership styles: Counselor  Strengths – –  Weaknesses – – Listens Analyzes  Indecisive No drive for results  PM focus – – Things they do – – Nudge to action Efficient use of everyone’s time Support for people Remedial support 28
Slide 29: Four leadership styles: Manager  Strengths – –  Weaknesses – Makes tough choices Detail oriented  Disempowerment Things they do – –  PM focus – – Productivity Creativity Bottom line orientation Develop accountability 29
Slide 30: Section II summary    Project goals can be in direct conflict with ongoing operations goals Matrix management Leadership and adaptability 30
Slide 31: Project life cycle     Conceive Plan Produce Complete 31
Slide 32: Project phases  Refer to page 17 in your workbook for a visual representation of these phases 1 2 3 4 Develop mission/goal Communicate Identify stakeholders Negotiate for resources/assess risks     32
Slide 33: Ten key project phases (continued)       5 6 7 8 9 10 Consult user/client Plan Recruit/train Implement Monitor/control Wrap-up 33
Slide 34: Section III summary    There are mini-life cycles during the overall project life cycle Leadership requirements and project needs change during these phases Burnout…don’t get stale 34
Slide 35: The project triangle    On time On target On budget 35
Slide 36: Risk areas  Product – – – Can we build/provide it? Does anyone want it? Price point 36
Slide 37: Risk areas  Process – – – Consistency Better/cheaper Vendor issues 37
Slide 38: Risk areas  Culture – – – Support People/traditions Change 38
Slide 39: Project risk factors       Management support Popularity No clear objectives Customer/management agreement Budget Time/schedule 39
Slide 40: Project risk factors    People Leadership Authority 40
Slide 41: Stakeholders and power Superiors External Customer You Internal Customer Peers 41
Slide 42: Stakeholders and power  What is your stakeholder’s agenda? – – For the project Against the project What investments has your stakeholder made? What effect can your stakeholder have? What resources/influences can be tapped?  Stakeholder management questions – – – 42
Slide 43:  How do you get you and your team focused on project goals? Put your thoughts in the quiz box on page 24 43
Slide 44: Steps to Project planning   If you have done a feasibility study, use the elements in it during your first communications about the project Page 24 in your workbook lists the major points in a feasibility study, and the essential items of documentation you should review as you begin your project 44
Slide 45: Section IV summary       The project triangle Planning/risk Stakeholder management Know your friends (keep them close) Know your enemies (keep them closer) Know your role (Dwayne Johnson) 45
Slide 46: Organizing the project team        Exercise….what’s your number? Team 1 Row, row, row your boat Team 2 Baa baa black sheep Team 3 Take me out to the ballgame Team 4 Mary had a little lamb Team 5 Twinkle twinkle little star Team 6 Three blind mice 46
Slide 47: Organization Dynamics  Initial reactions to team-building – – – Self conscious/foolish Relieved when others are identified Need to be included or to belong  Key concept #1 – Forming 47
Slide 48: Organization Dynamics  Secondary reactions to team-building – – – Members need clarity Members need safety Harmony and conformity  Key concept #2 – Storming 48
Slide 49: Organization Dynamics  Tertiary reactions to team-building – – – Members need jobs they can complete Provide some structure; milestones, policies, procedures Members want accomplishment and cooperation  Key concept #3 – Norming 49
Slide 50: Organization Dynamics  Final reactions to team-building – – – Members want their accomplishments and competence acknowledged Provide opportunities to shine Members want to be creative and to survive  Key concept number 4 – Performing 50
Slide 51: Why use a team approach?     Strength in diversity Tactics Energy Innovation 51
Slide 52: Realities of team-building     Key concept #5 – Shared responsibility Key concept #6 – Interconnectedness Key concept #7 – Team players Key concept #8 – Teams change 52
Slide 53: What are the minimum team leadership skills I must know?      Communication Personal influence Drive for results Problem solving/decision making Flexibility 53
Slide 54: What are the minimum team leadership skills I must know?      Breakthrough thinking Empowerment Values orientation Technical expertise Stewardship 54
Slide 55: Team structures     Hierarchical Expert Specialist Egoless 55
Slide 56: Section V summary     Team dynamics Team-building exercises can help your team gel quickly Use an appropriate team structure Use the power of team 56
Slide 57: Planning and scheduling your project (illustrated on page 31)      Define the project Plan the activities Define & plan project resources Define the cost & quality of the project Risk assessment 57
Slide 58: Planning and scheduling your project (continued)     Communications planning Assemble the plan Distribute the plan for feedback Evaluate & formalize the plan 58
Slide 59: Getting others to “buy-in”  “Similar to…” – – We look for similarities We like frames   Management support Benefits – WIIFM 59
Slide 60: Setting goals  For everyone – – – Commitment Improvement vs. perfection Relationships Is this worthwhile for the company? Is this the right time? Am I the right person?  For managers – – – 60
Slide 61: Five key points in setting goals  Be SMART…goals should be: – – – – – Specific Measurable Achievable Relevant Time-limited 61
Slide 62: Writing goals      Power of visualization Where am I going? How will I get there? How will I know when I’m there? What happens next? 62
Slide 63: Edwards Deming's formula for project action (page 33) More important 1 2 Less urgent More urgent 4 3 Less important 63
Slide 64: Steering through office politics     Write it down Stay within your span of control/responsibility Do something, don’t just talk about it Measure: – – – Your performance Your result Your progress  Sell it 64
Slide 65: Mind-mapping   Resources listed on Page 35 in your workbook How can you use it? – – – – – Brainstorming Project planning Appraise performance To do lists Clarify a goal 65
Slide 66: Section VI summary      Plan Document Gain support Be aware of politics Metrics 66
Slide 67: Controlling the workflow  Time – – – Outlines/WBS PERT/CPM Gantt charts Mission/vision statements Communication Meetings  Direction – – – 67
Slide 68: Controlling the workflow  Culture – – – Negotiation Consult/train members Meetings 68
Slide 69: Pareto principle   Vilfredo Pareto, Italian economist 80/20 rule – – – 80% of your time will be spent on 20% of the tasks 20% of your people will cause 80% of your problems Distinguish between the 20% that will produce results and the 80% that won’t 69
Slide 70: High-impact resources  Use the worksheets on page 39 – – – – – Materials Money Machines Human Resources Customer 70
Slide 71: Systemizing your functions  Page 40-42 of your workbook 71
Slide 72: Section VII summary    The Project Triangle Pareto Principle Optimize your resources and time 72
Slide 73: Three essentials for charting your project (illustrated on page 45)    Outline or Work Breakdown Structure (WBS) – Clear focus on tasks, and collateral needs Shows plan vs. actual progress Shows the critical path Illustrates interrelationships between tasks Illustrated where to cut time Gantt Charts – CPM/PERT Charts – – – 73
Slide 74: Work Breakdown Structure (typical) 1 1.1 1.1.1 1.1.2 1.2 1.2.1 1.2.2 74 Project Phase Supporting activity Supporting activity Phase Supporting activity Supporting activity
Slide 75: Gantt Chart 75
Slide 76: Task relationships     FS Finish-to-Start SS Start-to-Start FF Finish-to-Finish SF Start-to-Finish 76
Slide 77: Constraints     ASAP/ALAP SNET/FNET SNLT/FNLT MSO/MFO As Soon/As Late As Possible Start No/Finish No Earlier Than Start No/Finish No Later Than Must Start/Must Finish On 77
Slide 78: Section VIII summary     Use your plan to set up a control system Plan the work – work the plan Stay focused, flexible and organized Learn the technical tools 78
Slide 79: Implementing your project   Plan is in place, team is ready, it’s Showtime! Appreciate the differences on your team – – – – Interpersonal styles Personal work styles Experience and background Communication styles 79
Slide 80: Meetings  Purpose of meeting: 7 positive steps – – – – – – – Plan Communicate Educate Discuss problems Take actions, make decisions Assign tasks Facilitate/Process 80
Slide 81: More on meetings: communicating good news and bad news  No Public executions – – Let people off the hook Let people save face Fix the cause, not the symptom Focus on the essentials  Separate people from the problem – – 81
Slide 82: More on meetings  Use the power of team – – Support value-added thinking Get everyone to think systemically Reward effort and efficiency Notice “business syndrome”  Remember Pareto – – 82
Slide 83: Four don’ts:     Surprises Don’t hold the meeting if there is nothing to discuss Respect people’s time Work sessions 83
Slide 84: Project problems  Variances – – – – – Significance Cause Corrective action Feedback Assumptions/implications 84
Slide 85: Project problems (continued)  Sharing and acknowledging the variance – – – – Timing Chicken little Opportunities/waste Increased activity 85
Slide 86: Estimating time and cost     Determine best time (B) Determine worst time (W), add to best time Determine average time (A), multiply by 4 Divide this number by 6 (B+W+4A/6) 86
Slide 87: Section IX summary Time and cost 87
Slide 88: Handling problems   Communication Top Ten list 88
Slide 89: 11 Roadblocks that can stall your team’s productivity       Lack of understanding of the objectives Weak relationships between project/functional managers Conflicting goals (project/functional managers) Resistance to change Team member conflicts Resource shortages 89
Slide 90: 11 Roadblocks that can stall your team’s productivity      Wrong people on the team Wrong project manager Scope/goal shifting without reason Tracking system not updated Lack of personal drive and motivation 90
Slide 91: Strategies for handling delays       Respond early Know the critical path; “known unknowns” Identify alternate resources, just in case Train replacements Identify subcontract options Identify augmentation resources 91
Slide 92: Strategies for handling delays (continued)    Shift part of the load to suppliers Focus on the critical path and related tasks Increase the checkpoints if the tasks are too complex 92
Slide 93: 5 powerful ways to minimize conflict      Consider conflicts during the planning process, take steps to resolve them Involve everyone in the planning process, get issues out on the table Promote relevant communication, keep focus on the big picture Clearly define roles and authority Rewards/sanctions (last resort) 93
Slide 94: Section X summary    Implementation is where the plan goes off-track Risk assessment Alternative solutions 94
Slide 95: Wrapping it up; ending the project   Treat as a separate project Staff concerns – – Fear of no work, loss of job/identity Loss of interest in finishing tasks  Get all necessary certificates, permits, etc. 95
Slide 96: Project Wrap-up (continued)  Negotiation – – – Place team members Closeout deliverables Facilities, materials    Disable charge numbers Support and Maintenance Next phase proposal, if appropriate 96
Slide 97: Project Wrap-up (continued)   Thank your team Reward yourself 97
Slide 98: Final thoughts     Complex discipline Small steps Possibilities Commitment 98