Project Management Workshop
description
Transcript of Project Management Workshop
Project Management Workshop
Introductions
Introductions
About us… The Academy for Corporate Excellence The Facilitator
About you… Introduce yourself and you relationship with project
management. What are your expectations of this workshop? How do you feel about being here?
Why we are here…
April General Managers Meeting Our Purpose
To learn about the process, tools, skills, and behaviors needed to be an effective Project Manager
What you will learn…
Day 1 Why project management is important What Project Management is The Amesbury process for Project
Management 9 Step Process 5 Gates Process Customization Project Prioritization Pitfalls
Day 2 Roles of the Project Manager
Leader/Champion Planner/Process Controller Problem Solver/Risk Manager Communicator/Listener Facilitator/Consensus Builder Financial Planner/Manager
The Skills you need Managing task and process Team development Facilitation and Meeting management Communicating and listening Confronting and resolving conflict Managing change and transition
Project Management Process Map Project Management Process Manual Project Planning Book
How you will learn…
Facilitator presentation Facilitator lead discussions Working in small groups on specific projects Performing specific tasks that relate to your project
Forming Learning Teams
Form into Learning Teams Pick one project About the team process
Pick a facilitator and recorder Ask the question Facilitator start with one person and go around the table
clockwise or counterclockwise Have each person answer the question one at a time without
interruption Recorder record response to the flipchart Review the outcomes and see if there is any further input
Task
What is the role of the successful facilitator? What is the role of the successful recorder? Report back and insights
The Case For Change
Task - The Case For Change
What is the current situation regarding project management at Amesbury?
What are the Best Possible Outcomes of successful project management at Amesbury?
What are the Worst Possible Outcomes if we fail to manage projects well?
Report back and insights
Project Management Overview
Organizational Context
LeadershipCulture
Infrastructure
PrioritizationPortfolio ManagementResource Commitment
Rigorous ProcessStandard ProcessOutcome Focus
Thorough PlanningCheckpointsTools & Tech
Project TeamTeam Structure
PM RolesTeam DevelopmentSynch and Stabilize
Strategic FocusBusiness Values
Strategic Outcomes
Introduction to Project Management
Adapted from Wikipedia.com
Definitions
What is a project? A project is a temporary endeavor undertaken to create a unique product or service.
Temporary means that the project has an end date. Unique means that the project's end result is different than the results of other functions of the
organization.
What is a program? A collection of projects that is directed toward a common goal. (e.g. The NASA space program) A broad framework of goals to be achieved, serving as a basis to define and plan specific
projects
How is a project different than operational work? Projects: temporary with a unique outcome Operational work: Ongoing on a daily basis, usually with a repetitive outcome
What is Project Management? Project management is the discipline of defining and achieving targets while optimizing the
use of resources (time, money, people, materials, energy, space,etc.) over the course of a project
The application of knowledge, skills, tools, and techniques to project activities to achieve a specific project outcome
More definitions
Milestone Marker that describes achieving an identifiable stage in a project
Activity The major pieces of work that need to get done in order to achieve a
milestone
Task Specific assignments that must be done in order to complete an
activity
Risk Exposures that may cause a project to fail or be taken off track - things
that have not happened but could
Issue Operational problems that must be resolved to complete tasks,
activities, or milestones
Conception Design ProductionMarket Release
Service
Upgrade 1
Upgrade 2
Upgrade 3
End of Product
Project AProject
BProject
CProject
DProject
E
Product Lifecycle
Project Lifecycle
Project Lifecycle vs Product Lifecycle
Product Lifecycle The entire lifecycle of a product from its conception, through design
and manufacture to service and disposal
Project Lifecycle The phases that connect the beginning of a project to the end of the
project There may be several project lifecycles within each product lifecycle
Types of Processes
Product Development Research and Development Business Process Improvement Acquisition/Valuation Business Integration Organization Design
Some Statistics
According to a survey by the Standish Group: Only 44% of all projects finish on schedule or before On average projects are 222% longer than planned On average projects are over budget by 189% 70% fall short of planned technical content 30% are cancelled before completion
According to a survey by the Center for Business research Practices: 84.6% of surveyed companies implemented project management
methodologies 83.5% of surveyed companies implemented project management tools
and techniques 35.4% of companies implemented initiatives due to inconsistent
approaches to managing projects 23.2% implemented initiatives due to projects being late or over
budget
World Class ExamplesToyota Product Development
Integrative Social Processes Integrative Leadership
Chief Engineer as lead designer Mutual Adjustment
Mix of written communications and meetings
Long-term socialization and development Direct Supervision
Working engineers Mentoring supervisors
The functional organization, with its intensive mentoring, trains and socializes engineers in ways that foster in-depth technical knowledge and efficient communication
Stable, long-term employment
Levels of Standardization Standard Skills
Intensive mentorship Local rotation Broad rotation at higher levels
Standardized Work Processes Consistent but minimal processes Standards maintained by departments
Design Standards Voluminous checklists Living documents
Three types of standards interact and support one another to improve the speed of development while allowing flexibility and building the company’s base of knowledge
Continuous, overlapping product cycles
Customer Focus
Stability and PowerHow Toyota Integrates Product DevelopmentHarvard Business Review; July, 1998
World Class ExamplesMicrosoft Product Development
How Microsoft Makes Large Teams Work Like Small TeamsSloan Management Review - Fall, 1997
Planning Phase: Vision Statement Outline and working specifications (feature
functionality, architectural issues, and component interdependencies)
Development Schedule and Feature Team Formation
Development Phase: Feature development in 3 or 4 milestones
Stabilization Phase: Feature Complete Code Complete Alpha and Beta test, Final stabilization and ship
Key Elements of Approach Project size and scope limits Divisible product architectures (modularization by features, functions, subsystems, and objects) Divisible project architectures (feature teams and clusters, milestone subprojects) Small-team structure and management A few rigid rules to “force” coordination and synchronization Good communication within and across functions and teams Product-process flexibility to accommodate the unknown (evolving product specs, project buffer time,
evolving process)
Requirements Spec
Detailed Design (Modules)
Module Construction and DebugModule Construction and DebugModule Construction and Debug
Integration and System Test
Module Rework
Reintegration and System Test
The Process
Amesbury PM Process Map
Questions
What are the objectives? What are the deliverables? Why is this important? What are the potential pitfalls? How well do we do this now?
Scope Concept Initiation
About Step 1: Concept Initiation (page 10) Task: Complete the Concept Initiation form for your project
About GATE 1: GM and Staff Approval/Priority (Page 11) Task: Review each other’s concept and give feedback
Scope Business Case
About Step 2: Business Case (page 12) Task: New Product Justification Form OR Business
Improvement Business Case
About GATE 2: Business Case Approval (page 13) Task: Review each other’s NPJF or Business Case and give
feedback
Scope Project Planning
About Step 3: Project Planning (page 14) Task A: What are the Risks associated with your project? Task B: What are the operational issues you are likely to
encounter? Task C: Outline your CAPEX budget. What capital might
you need? Task D: Outline a project budget. What resources will you
need? Task E: Put together a Project Planning Map (page 56)
Design Design Product/Process
About Step 4: Design (Page 15) Task: What milestones, activities, and tasks will need to be
completed in this step?
About GATE 3: Design Review (page 16) Task: Review and give feedback.
Design Test and Validate
About Step 5: Test and Validate (page 17) Task: What milestones, activities, and tasks will need to be
completed in this step?
About GATE 4: Final Project Approval (page 18) Task: Review and give feedback.
Implement Preparation
About Step 6: Preparation (page 19) Task: What milestones, activities, and tasks will need to be
completed in this step?
About GATE 5: Final Implementation Review (page 20) Task: Review and give feedback.
Implement Roll-Out
About Step 7: Roll-Out (page 21) Task: What milestones, activities, and tasks will need to be
completed in this step? Task: Review and give feedback.
Integration Business
About Step 8: Business Integration (page 22) Task: Who will be the final owner of the outcomes of your
project? What is the date that it will be transitioned to this person/group? What will you do to transition ownership?
Task: Review and give feedback.
Integration Learning
About Step 9: Learning Integration (page 22 and 23)
Project Planning Book Index - Map Primary Project Management Forms
Concept Initiation New Product Justification Form Business Improvement Business Case CAPEX and Savings Calculation
Primary Project Management Tools Milestone Log Risk Log Issue Log
Recommended Tools Project Budget IT Budget Meeting Minutes Form
Dashboard
Review of Day 1
What did you learn from day one? How do you feel about what you learned? What are the major changes from how you are managing
projects today?
Link to Files
Link: http://www.academynet.org/amesbury.html User name: amesbury Password: pmdownloads
Project Prioritization
Process Customization
Common Project Management Pitfalls
Poor definition of the project Vague objectives or project definition Not identifying or sharing key assumptions
Poor planning of the project No resource planning No formal activity planning or scheduling Not recording key information Not involving all effected people in the project Not anticipating risks and uncertainties No progress monitoring or reporting
Poor people management Vague or nonexistent role and responsibilities Lack of communication No follow-up or accountability
Lack of commitment or support Team Leadership
DAY 2
Review of Day 1
What did you learn from day one? How do you feel about what you learned? What are the major changes from how you are managing
projects today?
Roles
Roles and skills…
The process is only as good as your ability to manage the people that are working within it.
What are the roles you must play? What skills must you use?
Six Roles
ROLE Leader/Champion Planner/Process Controller Problem Solver/Risk Manager Communicator/Listener Facilitator/Consensus Builder Financial Planner/Manager
FOCUS Leading the project’s Direction Staying on the Timeline Managing Risk Communicating with others Managing People Achieving Financial goals
Roles Task
Prepare your interpretation of the role(s) What are the outcomes you are trying to achieve? What are the responsibilities? What are some sample activities?
What are the pitfalls if you do not do this role well? Assess how well we (Amesbury) incorporate this role
today - what specific strategies would make us better at this?
Skills
Team Task
What do project teams look like at Amesbury today? Describe a team you have been on.
What does a successful team look like? What are the challenges Amesbury faces in developing
successful teams? What are some strategies and actions we could employ to
make project teams more effective at Amesbury?
The Task Versus Process DilemmaMaintaining a Balance
A focus on group maintenance, conflict resolution, feedback, addresses the questions of “how we are
working together as a team?”
A focus on the goal or task the team must
achieve. Represents the “work” the team was
chartered for. Addresses the question “are we accomplishing
our goal?”
Tas
k F
ocu
s
Process FocusLow High
Low
High
The Task Focused Team
Very focused on task, may not have the support of all team members and as a result may not be realizing the benefits of team collaboration. Typically leader-led teams, with meetings exclusively focused on activities.
The High Performance Team
Very focused on task, and also focused on how the team is working
to accomplish the task. Meetings focused both on task and on periodic
feedback, conflict resolution, goal clarification, etc.
The Process Focused Team
Very focused on team process, ensuring that the team members are all heard,
conflict is resolved. Team “feels good” but there is little focus on task. Meetings
are mostly process oriented.
The Pseudo Team
Call themselves a “team” but lack commitment, no collective work products and no sense of group process
Stages of Team Development
First Steps in Forming Teams
Team Member Selection Can see things from multiple
perspectives Able to examine issues critically
and creatively Thinks clearly under tight
deadlines Balance between and experienced
and new perspectives Does not have personal agenda at
the expense of the organization or project
Well respected
Setting and documenting team expectations
Meeting schedules and protocols Conflict resolution approach Role clarification within the team Level of empowerment and decision-
making authority within the team Definition of the Code of Behavior
which addresses the following key questions:
What do we expect of each other? What will we not tolerate of each
other? What can we count on each other to
bring to the team? How do we agree to keep each other
informed and up-to-date? How do we agree to hold each other
accountable?
Productive Meetings Model
Productive Meetings
Before the meeting What will this meeting achieve? Is this meeting necessary? Who should attend the meeting? Is any pre-work necessary? What processes will accomplish the
objective?
During the meeting Explain the purpose and agenda Review the agenda Collect and clarify relevant information Summarize information discussed Seek suggestions, solutions, alternatives Reach agreement on specific actions Summarize and set follow-up dates
Hints Make sure you have a
recorder Give everyone a chance to
speak, record all their words Assign a timekeeper Organize tasks on a 3x5 card
Productive Meetings Task
Using the materials provided, develop a first team meeting agenda
Consider the following questions: Who will you invite and why? What are the outcomes desired? What will be required for preparation? How will you engage the team? What will be your process for developing:
Milestones and activities Risks and Issues
Communication Model
Questions for inquiry What is the situation as you see
it? How does the situation make you
feel? What are the assumptions
underlying your statement? What experiences have lead you
to that conclusion? What are the worst/best outcomes
of the situation?
Effective Listening Habits
Paying attention Listening for the whole message Hearing before evaluating Paraphrasing what was heard
On Conflict…
Definition of conflict Relationship versus Substantive Conflict The Generators of conflict
Change Power Scarcity Incivility Diversity
5 Strategies Avoiding Smoothing Compromising Forcing Collaborating
Consensus Model
“Transition Leadership”
“New Beginnings”
“Letting Go”
“The Neutral Zone”
The Old Way
The New Way
This doesn’t make any sense!
I don’t get it.
There’s nothing wrong with the
way it is!
I sometimes think there’s no one
driving this train.
I feel totally disconnected and
no one cares.
I just had this great idea! Why didn’t I think of this
before?
Once you get used to this, it isn’t so
bad.
Oh, I see what you mean. I
didn’t understand before.
Change vs. Transition
Change and Transition Strategies
Help people understand the rationale for the change Establish multiple communication channels Include feedback loops so that you are aware of reactions Maximize the involvement of the affected parties Anticipate factors that will increase resistance to change Provide resources to make the change happen quickly Recognize that social change will lag behind technical/process When implementing unilateral change, identify alternatives that
were considered Measure, monitor, correct
The Amesbury Transition Model
“New Beginnings”
“The Neutral Zone”
The Old Way
The New Way
“Letting Go”
Current Situation Flipcharts from day 1
Worst Possible Outcomes Flipcharts from day 1
Best Possible Outcomes Flipcharts from day 1
Change and Transition Task
Watches What does the transition process look like for project management?
What are we ending? What are we beginning? How does it feel? What are all the reasons people will give us that we cannot change?
Moving forward… What are the strategies and actions that will help us achieve our best
outcomes? What are the beliefs and behaviors we must have in order to achieve
our best outcomes?
Wrap Up
What’s Next?
Review materials Action points
What did you learn? How do you feel? What will you do?
Feedback on the Workshop
What should we… Continue Stop Start