Where to start when you dont know where to start
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This document provides guidance on how to start a project when you don't know where to start. It discusses three interrelated disciplines: goal setting, assessments, and success measurement. For goal setting, it recommends using SMART goals and identifying your own goals and others' goals. For assessments, it discusses assessing personal assets/liabilities and using a Capability Maturity Model to assess the environment. For success measurement, it provides examples and recommends allowing you to assess and communicate progress toward goals.
Where to start when you dont know where to start
- 1. Where to Start When You Don’t Know Where to Start
- 2. Hmmm… Where to Start…?
- 3. M. Scott Laemmle • M. is for Michael • Pronounced: Lem-lee • Meaning: Little Lamb Preliminaries • Director of Network Program Management at Sprint • Consulting Industry Executive • Co-Founder of a Dot-Com • Project Manager for Fed Gov’t • BS – Penn State • MBA – George Mason
- 4. Three Inter-related Disciplines Where to Start Goal Setting Assessments Success Measurement What are you trying to accomplish? What is the environment and how do you fit in? How will you measure progress and your success?
- 6. Not talking about: Personal Assessment •Myers Briggs •DISC
- 7. What do you bring? Personal Assessment •Identify the levers you can pull to enact change
- 8. Personal Assets Personal Assessment •Role •Title •Budget •Resources •“Charter” •Judgement •Knowledge of “How to get things done” •Time •Skills •Attitude •Energy •Reputation •Relationships
- 9. Your Balance Sheet Personal Assessment Assets Liabilities Personal Equity
- 11. Capability Maturity Model Environmental Assessment •Originally developed to describe software development process maturity •Now applied to describe maturity of many processes •5 Levels • Chaotic • Repeatable • Defined • Managed • Optimizing
- 12. Capability Maturity Model Example Item 1. Chaotic 2. Repeatable 3. Defined 4. Managed 5. Optimized Overall Network Change Process The steps to implement Network changes, the teams involved, and the tools to report/track change are all unclear. The steps to implement change and necessary teams are generally defined, but criteria for success, and reporting status remain unclear. Steps to implement change are specific, and criteria for success, as well as reporting status, are defined. Teams involved are clearly defined, with specific roles and expectations. Steps to implement change, criteria for success, and reporting status are detailed. All aspects required for change are clearly defined, and there is a system in place to make necessary changes to the overall process. Process Gates It is unclear what the process gates are. Process gates are generally defined, but unclear how to check for completion. Process gates and completion criteria are specifically defined. There is a system/tool in place to effectively check completion criteria for process gates. Process gates and completion criteria are clearly defined, and a system is in place to confirm progress and make necessary adjustments. Project Steps (or Stages or Phases) It is unclear what steps are involved in each project. Project steps have been somewhat defined, but it is unclear how to check for completion. Project steps and completion criteria have been specifically defined, and a list of steps can be formed. There is a system/tool in place to effectively check completion criteria for project steps. Project steps and completion criteria are clearly defined, and a system is in place to confirm progress and make necessary adjustments. Schedules/POR Due dates are unknown, and necessary tasks are vague. General date ranges and task items are known. Tasks are more detailed and specific. Due dates and tasks are clearly defined. Due dates and tasks are clearly defined, and there is a clear method to update/change dates as needed. Status Reporting It is unclear how to report status, and criteria for status is undefined. General guidelines are set for status of action items. Status criteria is specific and consistent across all groups. Protocol for reporting status is defined, and a system/tool is in place to present collective status. Criteria and reporting protocol are clearly defined, and there is a clear method to update/change both. Issue Reporting There is no clear way to report issues, and no ownership over handling issues. Individuals or teams are take steps to fix issues themselves, without a specific protocol. There is a specific process for individuals/teams to report issues, and a group designated to escalate issues to the correct place. Protocol for reporting issues is defined, and a system/tool is in place to present current issues and how they are being solved. A collective account of all current and past issues is available and there is a system in place to provide feedback or changes. Tool Availability There are no tools available to aid the network change process. There are a few tools available to aid the process, but they are inconsistent and not widely distributed. The tools being used have been refined to maintain consistency across groups. There is a system in place to ensure use of tools are consistent, and they can be accessed by all necessary teams. Consistent tools are readily available and there is a efficient way for users to provide feedback and make changes. Governance Oversight There is no clear structure for oversight of the network change process, or there are teams completely duplicate work causing inconsistencies. There is a general structure for oversight of work completion, but no specific guidelines have been outlines. The individuals responsible for oversight of the work are clearly defined. The individuals or teams responsible for oversight are defined, and this information is presentenced/distributed to all involved parties. Individuals/teams responsible for oversight are defined, this structure information is readily available, and there is a system in place to provide feedback/make changes. Progress Report Card
- 13. Goal Setting
- 16. MY Goals Goal Setting •Mine •Yours •What are you trying to accomplish? •What are others trying to accomplish?
- 17. MY Goals Goal Setting •Mine •Yours Me EmployerClient
- 18. Score Keeping Success Measurement • Allows you to assess and communicate progress toward the goal Behavior Driving • Creates the mechanism for aligning people around the goal
- 19. “Get Well” Program Success Measurement: Example 1 • Quick Hit • Ambiguous Situation • Nationwide Market Impact
- 20. Major Network Upgrade Success Measurement: Example 2 • Two Year Program • Emphasized Consistency • Worked to address the “North-South” problem
- 21. 21 Major Program Milestone Measure • High-Level Gantt Roll-up View • Detailed Project Plan • Summary Milestone Dashboard • Milestone Change Log • Status Update Emails Success Measurement
- 22. Three Inter-related Disciplines How to End “Where to Start” Goal Setting Assessments Success Measurement What are you trying to accomplish? What is the environment and how do you fit in? How will you measure progress and your success?
- 23. Thank you!