DARE to Be a Successful Project Manager
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The document outlines key steps in project management, including defining objectives, planning, managing tasks, and reviewing processes to ensure successful project delivery. It emphasizes the importance of roles such as project sponsors and managers, the need for governance and communication plans, and provides actionable insights into task completion and resource management. Additionally, it warns against common pitfalls in project management while promoting collaboration and adaptation.
DARE to Be a Successful Project Manager
- 2. Successful Project Manager DARE to be a Presented by Lou Russell, author of Rocket: The Project Management Game
- 3. DEFINE PLAN MANAGE REVIEW ENDSTART 1. Set Business Objectives 2. Establish Project Scope 3. Set Project Objectives 4. Mitigate Risks 5. Establish Constraints 6. Plan Communications 7. Establish a Governance Plan 1. Determine Milestones 2. Schedule Task Dependencies 3. Adjust for Resource Dependencies 4. Create Budget 1. Control Work in Progress 2. Provide Status and Feedback 3. Leverage Governance 4. Resolve Conflict 1. Close the Project 2. Turn Over Deliverables 3. Hold Project Review 4. Celebrate Accomplishments initiate plan monitor close Page 2 © Russell Martin & Associates www.russellmartin.com INFLUENCE DARE to Properly Manage Resources
- 4. Today’s Agenda o Project Management and Your To-Do List o DEFINE: The Project Charter o PLAN: The Project Plan/Schedule o MANAGE: Adapt and Influence o REVIEW: Grow Your Competence
- 5. The Real World of Project Management Think to yourself: What are 10 things on your current to-do list that you aren’t doing right now:
- 6. Your To-Do List Answer the following questions: 1. Can you complete the activity in one sitting (less than four hours)? 2. Can you do the activity without help from anyone else? 3. Has the activity been on your to-do list for less than a month? 4. Can you clearly define how you will measure that the task is done?
- 7. Page 6 Your Secret Decoder Ring Task Project Process A unit of work that has a beginning and an end. A collection of tasks that has a beginning and an end. A collection of never-ending tasks that repeat again and again. TERM DEFINITION
- 8. Your Reality o Given the next 24 hours, what on your To-Do list can you complete? o Realistically, how many hours will it take you to get done what you’ve checked off? o How many hours in an average work day can you focus on ‘thinking work’?
- 9. What’s Different: Project Management
- 10. Key Project Roles Project Sponsor o Keeps an eye on the business case that triggered the project o Owns the Business Objective (return on investment) Project Manager o Keeps the Project Sponsor up to date o Delivers the strategy to meet the business case o Owns the Project Objectives (deliverables/ metrics)
- 11. Project Roles o Provides status reports to stakeholders ____ ____ o Assigns tasks to people ____ ____ o Determines the business objectives ____ ____ o Determines the project objectives ____ ____ o Recommends what to do when money, time, or quality are threatened ____ ____ o Decides what to do when money, time, or quality are threatened _____ _____ Project Sponsor Project Manager
- 12. PMI: Best Practices DARE to Properly Manage Resources o Based on Project Management Body of Knowledge (PMBOK) www.pmi.org o Simplified, lean, and adaptable
- 13. DARE to Properly Manage Resources Phase 1: Define
- 14. DEFINE PLAN MANAGE REVIEW ENDSTART 1. Set Business Objectives 2. Establish Project Scope 3. Set Project Objectives 4. Mitigate Risks 5. Establish Constraints 6. Plan Communications 7. Establish a Governance Plan 1. Determine Milestones 2. Schedule Task Dependencies 3. Adjust for Resource Dependencies 4. Create Budget 1. Control Work in Progress 2. Provide Status and Feedback 3. Leverage Governance 4. Resolve Conflict 1. Close the Project 2. Turn Over Deliverables 3. Hold Project Review 4. Celebrate Accomplishments initiate plan monitor close Page 13 © Russell Martin & Associates www.russellmartin.com INFLUENCE DEFINE: The Project Charter
- 15. The Greek Goddess of Business Business Objectives I.R.A.C.I.S. o Increase Revenue o Avoid Cost o Improve Service Why are we spending money on this instead of something else?
- 16. Chat with Us! Complete this sentence for YOUR project: My project (either) avoids cost or increases revenue by… Participate live using your chat box.
- 17. The Scope Diagram: Tell the Story © Russell Martin & Associates www.russellmartin.com CHARITIES SPONSOR: CEO CATERING VOLUNTEERS FOOD BUDGET SCHEDULE BUDGET AVAILABLE CORPORATE COMMUNICATIONS EMPLOYEES COMMUNICATION PLAN STATUS TRAINING GOVERNANCE PROJECT: VOLUNTEER DAY
- 18. Project Charter: Scope Diagram Business Objectives (Increase Revenue, Avoid Cost) Primary Secondary Project Objectives Quick N’ Dirty Risk: Size (1-10 big) __________ Structure (1-10 no reqmnts) __________ Technology (1-10 new) __________ Average __________ RISK FACTOR LIKELIHOOD (L, M, H) IMPACT (L, M, H) PREVENT BY REACT BY Constraints: Can’t move Moves little Negotiate Time Cost Quality/Scope www.russellmartin.ning.com Free Resources - Templates
- 19. Dare to PROPERLY Manage Resources Phase 2: Plan
- 20. DEFINE PLAN MANAGE REVIEW ENDSTART 1. Set Business Objectives 2. Establish Project Scope 3. Set Project Objectives 4. Mitigate Risks 5. Establish Constraints 6. Plan Communications 7. Establish a Governance Plan 1. Determine Milestones 2. Schedule Task Dependencies 3. Adjust for Resource Dependencies 4. Create Budget 1. Control Work in Progress 2. Provide Status and Feedback 3. Leverage Governance 4. Resolve Conflict 1. Close the Project 2. Turn Over Deliverables 3. Hold Project Review 4. Celebrate Accomplishments initiate plan monitor close Page 19 © Russell Martin & Associates www.russellmartin.com INFLUENCE Plan: The Project Plan/Schedule
- 21. PROCESS Maintain The Requirements Nirvana The Blueprint Reality The Build Construct The Install Transition Working? Analyze Design Develop Implement Evaluate Plan: Choosing the Tasks to DO
- 22. © Russell Martin & Associates www.russellmartin.com IMPLEMENT START requirements blueprints deliverables deliver, transition ANALYZE DESIGN EVALUATE BUILD END project and deliverables Done: 7/15/13 Done: 7/7/13 Done: 7/1/13 Done: 6/20/13 6/1/13 Event Held 7/13/13 Plan: Work Back from the Date CHARITIES SPONSOR: CEO CATERING VOLUNTEERS FOOD BUDGET SCHEDULE BUDGET AVAILABLE CORPORATE COMMUNICATIONS EMPLOYEES COMMUNICATION PLAN STATUS TRAINING GOVERNANCE PROJECT: VOLUNTEER DAY
- 23. © Russell Martin & Associates www.russellmartin.com IMPLEMENT START requirements blueprints deliverables deliver, transition ANALYZE DESIGN EVALUATE BUILD END project and deliverables Done: 7/15/13 Done: 7/7/13 Done: 7/1/13 Done: 6/20/13 6/1/13 Event Held 7/13/13 Plan: Work Back from the Date CHARITIES SPONSOR: CEO CATERING VOLUNTEERS FOOD BUDGET SCHEDULE BUDGET AVAILABLE CORPORATE COMMUNICATIONS EMPLOYEES COMMUNICATION PLAN STATUS TRAINING GOVERNANCE PROJECT: VOLUNTEER DAY Finalize Charity Finalize Caterer Invite Employees Establish Messaging Needed Review with Sponsor
- 24. 6/12/136/8/13 6/18/13 6/15/13 6/15/13 © Russell Martin & Associates www.russellmartin.com Finalize Charity Finalize Caterer Invite Employees Establish Messaging Needed Review with Sponsor ANALYZE Done: 6/20/13 START 6/1/13 Plan: Work Back from the Date
- 25. Simple Status Reports PROJECT TASK TASK OWNER DUE COMMENTS COMPLETE VolDay Finalize charity Lou 6/8/13 Email results VolDay Review with Sponsor Lou 6/12/13 Needs approvals VolDay Establish messaging needed Jo 6/15/13 VolDay Contact United Way Maria 6/15/13 VolDay Invite employees Maria 6/15/13 VolDay Finalize Caterer Brittney 6/18/13
- 26. Project Plan: Task Task Owner Helpers Due Comments Complete www.russellmartin.ning.com Free Resources - Templates
- 27. Dare to Properly MANAGE Resources Manage
- 28. DEFINE PLAN MANAGE REVIEW ENDSTART 1. Set Business Objectives 2. Establish Project Scope 3. Set Project Objectives 4. Mitigate Risks 5. Establish Constraints 6. Plan Communications 7. Establish a Governance Plan 1. Determine Milestones 2. Schedule Task Dependencies 3. Adjust for Resource Dependencies 4. Create Budget 1. Control Work in Progress 2. Provide Status and Feedback 3. Leverage Governance 4. Resolve Conflict 1. Close the Project 2. Turn Over Deliverables 3. Hold Project Review 4. Celebrate Accomplishments initiate plan monitor close Page 27 © Russell Martin & Associates www.russellmartin.com INFLUENCE DARE to Properly Manage Resources
- 29. Simple Status Reports PROJECT TASK PROJECT MANAGER TASK OWNER DUE COMMENTS COMPLETE VolDay Finalize charity Tai Lou 6/8/13 Email results VolDay Review with Sponsor Tai Lou 6/12/13 Needs approvals VolDay Establish messaging needed Tai Jo 6/15/13 VolDay Contact United Way Tao Maria 6/15/13 Already done by charity VolDay Invite employees Tai Maria 6/15/13 VolDay Finalize Caterer Tai Brittney 6/18/13
- 30. Payoff: The Big THREE Plans o Communications (PR / Crisis) o Governance (Approval and Change Requests) o Transition (Build It Won’t Make Them Come)
- 31. Project Charter: Stakeholder Goal Frequency Medium Comment Communications Strategy Type of Change (requirements, budget, scope, etc.) Final Decision Makers Consulted Comments Governance Strategy www.russellmartin.ning.com Free Resources - Templates
- 32. Chip Neidigh, Catalyst OC www.catalystoc.com
- 33. Project Transition Plan (attach original and final Charter) Transition Schedule / Key Dates Stakeholder / Customer Survey Results Outstanding Issues Support Facilities / Functional Area Support Hardware / Software Support Documentation and Training Budget for Ongoing Maintenance Roles / Responsibilities of Support Release Process Ongoing Migration of Data Performance Measures Problem Resolution / Support Process Sustainability Metrics www.russellmartin.ning.com Free Resources - Templates
- 34. Dare to Properly Manage RESOURCES Phase 4: Review
- 35. DEFINE PLAN MANAGE REVIEW ENDSTART 1. Set Business Objectives 2. Establish Project Scope 3. Set Project Objectives 4. Mitigate Risks 5. Establish Constraints 6. Plan Communications 7. Establish a Governance Plan 1. Determine Milestones 2. Schedule Task Dependencies 3. Adjust for Resource Dependencies 4. Create Budget 1. Control Work in Progress 2. Provide Status and Feedback 3. Leverage Governance 4. Resolve Conflict 1. Close the Project 2. Turn Over Deliverables 3. Hold Project Review 4. Celebrate Accomplishments initiate plan monitor close Page 34 © Russell Martin & Associates www.russellmartin.com INFLUENCE DARE to Properly Manage Resources
- 36. Chat with Us! Name a negative emotion you experienced during a recent project. Rank that emotion between 1 and 10, with 10 being the most intense, and 1 being the least intense. Include one thing that triggered that emotion at that time. Participate live using your chat box.
- 37. Chat with Us! Name a positive emotion you experienced during a recent project. Rank that emotion between 1 and 10, with 10 being the most intense, and 1 being the least intense. Include one thing that triggered that emotion at that time. Participate live using your chat box.
- 38. The 5 Deadly Sins of Project Management 1. Seek first to blame. 2. I’m busy, so I must be making progress. 3. We can do that. 4. That will just take a minute. 5. All projects are the same.
- 39. The 5 Heavenly Truths of Project Management 1. Seek first to collaborate blame. 2. I’m busy doing the things that are must be meeting the goals of the organization. 3. We can do that and the impact is this... 4. That will just take some planning a minute. 5. All projects are unique the same.
- 40. Wrap-Up Where is the pain? How can project management help? How do you stay focused…
- 41. You Can Train Project Management Rocket: The Project Management Game o How is this like your real projects? o Create a schedule with all tasks assigned to a person with a minute due date (maximum 30 minutes to complete) o Final adjustment to estimate o Make an initial ‘SWAG’ estimate o Fill out Project Charter as a team to build the rocket o Adjust estimate o What happened? o How did the Charter help? o How did the Plan help?
- 42. Thank You for Participating! Go to HRDQstore.com Rocket: The Project Management Game Includes: o Materials to train up to 4 teams of 4-7 players at one time o Comprehensive facilitator guide o Reusable parts o Canvas tote bag Complete Game| $599.00 Now $299.50 Try it risk-free for 30 days! Images ©Shutterstock Enter WebinarDSPM at checkout. Offer expires 1/27. lou@russellmartin.com @hrdq @nolecture