Mastering Project Management

Mastering Project Management

Base Ingredient for Infoxchange

www.baseingredient.com

“Luke: What's in there?Yoda: Only what you take with you.”

Today’s Program 9-10.30am• Overview of the theory and practice of project management, from design to evaluation; • Project design• Project Planning • Implementation • Evaluation, Review and Reporting

• Identifying ‘roadblocks’ in planning and implementation phases;• Identifying tools and processes to address roadblocks• Blue Ocean activity….grouping projects into red and blue oceans in the non-profit sector.

10.30-11am Morning Tea

11-1.15pm • Change to Scope• Managing Multiple Projects • Leading Teams for Project Managers • Trouble shooting human capital issues • Professional development plans for Project Managers • Table based challenge

Program (cont.)

1.15 – 2.00pm Lunch

2-4pm

• Advanced integrated communications planning and delivery

• Advanced stakeholder engagement including client management/stakeholder management systems;

• Mapping intellectual, social (network) human and physical capital within existing projects

• The art of project evaluation (Master Chef)

Daniel Donahoo• Managed Communications & Stakeholder Relationships for

Disability Learning and Development Project (8 mil. over 3 years) • NSW Young Parents Forums for NSW Department of Community

Services • Express Media (Youth Media Organisation) Strategic Plan • Loddon Early Childhood Intervention Central Enrolment Project• Victorian Aged and Community Care Federal Election Campaign • Best Start - Robin Vale - Loddon Mallee Region• Box Hill Community Arts Centre Festival • Eltham Festival

Leah Sertori• Schools First, Australia’s largest corporate/education partnership

$30m over three years• CEO of Australia Cares 2007 &2008 management of 11 Projects• Pride and Profile in Public Education, Foundation for Young

Australians • I Am Australian Education for Bruce Woodley • Digital Inclusion (Corporate Engagement) with Infoxchange

Australia • Our Enterprising Community Castlemaine• Goldfields Career Education Festival 2006

What is a Project?

A project is a temporary endeavor, having a defined beginning and end, undertaken to meet particular goals and objectives, usually to bring about beneficial change or added value.

The temporary nature of projects stands in contrast to business as usual (or operations), which are repetitive, permanent or semi-permanent functional work to produce products or services.

In practice, the management of these two systems is often found to be quite different, and as such requires the development of distinct technical skills and the adoption of separate management.

Project Management Score Card

For each phase of project management we walk through in the next session,

please jot down responses to the following

• My organisation’s capacity 1……………….5……………………10

• My personal capability 1……………….5……………………10

The ‘roadblocks’ that commonly crop up at this stage include:

Project Design

The Big Idea

•Can be the culmination of many years of thinking about a particular issue

•Often comes from one leader

•The role of project manager is to track for clear drivers

•What is the need for the project?

•Who will benefit?

•Why should this organisation run the project?

•Who are the partners we should recruit to help deliver the project?

•How much will the project cost?

From this...

To this...

Project Planning

•Background

•Alignment to org’s vision, goals, strategic plan

•Project Outcomes

•Project Outputs

•Evidence Supporting the project

•Measures of Success

•Risk Management

•Stakeholder engagement

•Communications Plan

•Governance Arrnagements

•Reporting

Project Implementation

• Building the project team

• Development of milestones

• Performance measures

• Allocation of responsibility

• Set goals

• Describe activities undertaken to achieve goals

• Allocate timeframes to each goal

• Revise the implementation plan with the project board

• Validate timeframes

A

Project Manager

B

Project Sponsor

Project Team

A + B

Existing scope

New requirements

Changed scope

+ =

Change of Scope

Leadership & Management

Leading OthersTools that enrich our development as

project managers

• Peer based learning across the CSO sector

• Tailored Professional Development Programs

• Peer based performance review

• Professional literature circles e.g. Gardner’s Five Minds for the Future.

Leading others involves:•Influencing, communicating•and coaching for increased•staff performance•Leader as Coach•Brain Preferences•Power, Influence and Politics•Leader as Teacher and Communicator

Knowing and managing self

Enhancing your effectiveness

as a leader

Personal Values

Social Motives

Emotional Intelligence

Political Intelligence

Tools to deepen our understanding of self …….Tools to build self awareness and control……..

The Enneagram

Teamwork and Collaboration

• Understanding multiple perspectives on team dynamics and collaboration

• Team Effectiveness • Personality in Teams• Team Connections

Tools that facilitate improved

teamwork and collaboration:• Myers-Briggs • 4-MAT, learning preferences • Hermann Brain Dominance • Belbin’s Team Roles

The Challenge………. Imagine you have just secured the role of Project Manager

for the Wired Community@Collingwood Project. The CEO and your line manager hand you the beginning of a project plan and explain you are now accountable for the project implementation.

The timeline for delivery of the project is very tight. Based on the objectives, deliverables and budget included

in the project plan, you believe the project will require a team of 3 staff EFT.

Each table will be given one area of responsibility for ‘building the team’ required to deliver the project. At the end of the challenge, each team will present the steps involved in each phase to the ‘project sponsor’ Daniel…….

Table based challenge

Table 1: Chart the first step of the recruitment process……role

design…. using a Gaant for the Wired Community@ Collingwood Project.

Table 2: Chart the recruitment process itself….from advertising to

interview. Write the interview questions for each role.

For both tables, identify potential risks & report to the board on your progress

Challenge (cont.)

• Table 3:

Chart the process of inducting your team. How will team members be brought onto the project, how will you inform them of the performance measures included in the project? How are you building a positive culture and climate within the team?

Challenge (cont.)

Table 4:

Implementation and Performance Management

• How will you track the progress of your team throughout the next six months?

• What tools/processes will you make use of? If meetings…describe how….what’s on the agenda?

• How will you measure and report on success?

• Write up your approach for board endorsement.

Challenge (cont)

Table 5: Evaluation of Management style

Feedback from the team • Describe how you plan to gather feedback from your

project team.• What tools and processes will you implement to gather

feedback?• Who is the feedback for?

How will the feedback be used to improve your knowkedge and management of self?

Team Development and Performance Management

Project Description

Objectives

Scope:

Deliverables:

Timelines (2006-2007) Q4

Q1

Q2

Q3

Governance and Project Management

Governance.

Project Management

Collaboration options with ACF

Project Description

Objectives

For ACF and AC to explore a closer relationship and seek an independent assessment of the potential benefits and risks of collaboration

Scope:

•The extent of the potential closer collaboration could range from a full merger to an agreement to work together on mutually beneficial projects to agreeing no value exists for each to work together beyond a relationship of respectful support.

Deliverables:

•A report provided to the board of Australia Cares as to the findings and recommendations of the review

Timelines (2007-2008) Q4

Q1

Q2

Q3

ACF & AC core business profile exploredx

Analysis of community services provided by each x

Consider adjacency opportunities and assess overlap x

Consider collaboration optionsx

Make presentations to both boardsx

Governance and Project Management

GovernancePeter Stumbles is leading a team of Bain and Co consultants who have been engaged pro bono to conduct the required research working to the CEO’s of the 2 organisations.

Project ManagementPeter Stumbles & Team from Bain & Co

Mapping project capital

Intellectual Capital………………..

Social Capital ………………….

Human Capital………………………………….

Physical Capital …………………….

Brand Capital (reputational)……………………..