Project Leadership System - UNITAR · Choose your solution –and answer what, why, how, when questions Create a one sentence objective containing what, why, how, & when Define your

P j t L d hi S t t D iProject Leadership System to Drive Your Organizational Results

Michael A. Fors, Ph.D.

Copyright Fors Leadership Academy –Not to be distributed or copied without permission

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2The Ideal?

Project System Collapse


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Founding Father = Founding Father =

Idea & PlanIdea & Plan

Project Success

ggSponsorSponsor

Management Management ReviewReview

CommitteeCommittee

ImplementationImplementation

TeamTeam


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Perspective/BiasPh.D.

Strategy, Leadership, Management, Corporate EducationU.S. Baldrige Examiner – judging performance of best corporations, non‐profits, schoolsCertified Management Consultant

Intel Corporation – 12 yearsLeader of Intel University

StrategyLeadership/ManagementCulture & Values Employee Development

Microsoft Corporation – 5 yearsDirector of Business Strategy & PerformanceSet strategic long‐term (5 yr.) plan for Microsoft business Startup of new, innovative businesses & productsMergers and Acquisitions


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Mergers and AcquisitionsManage a business worth $100m

United Nations Fellowship – 10 yearsUN Headquarters – New York ‐ technologyPost Conflict Countries – Strategy & leadership

GovernmentNon‐ProfitPrivate Sector

Elements Covered in WorkshopA brief summary of elements in the workshop:

1. Define a project system2. Analyze your needs assessment results3. Define a project problem statement4. Create a project solution and objective statement5. Scope what is in and what is out6. Document indicators of success7. Define project deliverables & owners within the team8. Craft a design, development, and implementation process9. Benchmark others to know that you are world class10. Infuse team elements in a project plan


At the end of the day:You will present a summary of your project plan to the class

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What You Can ExpectA program that supports you doing real work

We set a bar, and help coach/consult with you to achieve it

F t i t iFast pace – intensive Focus = you & your team’s performanceSessions start on time Positive atmosphere w/ recognition

We are here to support each other Tough constructive feedback


Tough, constructive feedbackAn opportunity to achieve a very high standard of performanceNetworking & team buildingFun

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Expectations of You

Engage & learnRecognize othersSupport your team Be accountable for workStrive to meet the performance barFind the best possible ways to design your project plan to maximize its impact constituents


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Culmination/Crescendo

Your team will present an initial project plan at the end of the day

You will receive feedback & encouragement


Your team will determine how to change/improve your project based upon your plan and feedback

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Projects Serve Constituents

Sponsor

Stakeholders

Partners

Output with a purpose

People Served

Vision Metrics measure

Strategic Plan defines projects

Leaders & Mgrs. Sponsor projects

Org. structure –projects reside in it

Culture & Values determine how work is accomplished

Projects tap workflows & processes

Teams drive projects

Individuals own projects

Partners


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measure impactVendors &

contractors

Suppliers

Project Teams: Engines for Org. Performance

Org Leader

Group Manager

Project Teams

ProjectTeams

Group Manager

Project Teams


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Individuals Individuals Individuals

Projects Translate Strategy into OutputProjects Translate Strategy into Output

“Envisioneer?”“Envisioneer?”

Future + Strategy Future + Strategy

+ + ExecutionExecution


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Your Leadership Role in Creating a Project System

1. Teams working on projects are vehicles for accomplishing work

2. They will develop with or without you

3. For good or for bad

4. It is better to proactively drive a system for team development AND j t


project success

5. Your role in knitting this into the fabric of the organization is critical to achieving the overall vision/strategy of the organization

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20 Questions

Is a project:Animal? Vegetable?Mineral?

A project is part of a system, rather than one‐off entity1. What are the expectations for designing and implementing projects in

your organization? This is embedded as part of the culture2. Designing, developing, and implementing a project can be systematic,

and it can be a repeatable process


p p3. A project needs to become part of a proactive system, knitted into the

fabric of an organization4. It takes a system of measurement to prove a project is successful5. You, as a leader, can create a system for how projects are defined,

developed, driven, and measured!14

• Need – problem statement/opportunity • Assessment & Analysis

oror

Project SuccessBeginning

Design/Development

Implementation

• Assessment & Analysis• Benefits & Priority• Proposal • Management Review Committee• Sponsor• Team Representation• Benchmarking • Design & Development criteria

• Rapid Prototyping • Launch Prep/marketing buzz

l k h ld


• Launch project• Baby can crawl, walk, talk• Incentives• Evaluation & progress• Post Mortem• Recognition

• Involve stakeholders & managers• Execution ExcellenceProject Plan & Ratify

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Project Process – Sponsor’s PerspectiveAssess

Baseline Data

Proposed SolutionClear Objective

AudienceSustain/MaintainCostsMetricsGoals

Sponsor/StakeholdersRatify

Reports to Stakeholders

/


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Implementation to Audience

Diagnosing “Fit”Systematizing

Measure ImpactGoal Achieved

Improved Metrics

I th B i i th i PlIn the Beginning…there is a Plan


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Project Plan ChecklistYour blueprint for a quality projectConsistently expecting its use provides you a project “system”


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Project Plan IngredientsThe Opportunity:

Problem StatementDataSecuring Sponsorship

The Solution:Overall ObjectiveTarget ConstituentsMajor DeliverablesScopeSuccess Criteria

Sponsor and FundingAssumptionsProject Team Leader & Members PlanDecision MakingResources


Risk & ContingencyCommunications PlanDesignDevelopmentReview MilestonesBenchmarkingRollout PlanTimeline & Roadmap 19

Problem Statement/OpportunityAssessment of Constituent Needs

SurveysFocus groupsInterviewsObservationProblem/OpportunityObservationProblem/Opportunity

Symptoms of a problemRoot cause – The fishbone diagramYour goal

Objectively and quantitatively describe the symptoms & root causeDescribe the impact (the ‘so what?’) of solving the problemThe problem/opportunity should be concise, specific, and measurable


State a single problem to be solvedUses observations or facts

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Bottomline: Define the root cause of the problem or opportunity in one sentence!

Exercise #1: Problem Statement/Opportunity

Create one sentence about your problem statement or opportunityDescribe symptomsDefine the root causeAll on team must agree


You have 30 minutes and be prepared for a 3 minute report out

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Defensible Data Source as a Baseline

Data Source – credible, valid?Who analyzed it? How?What were their recommendations?


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Bottomline: Data Upfront Serves as baseline data!Project should positively impact this data when implementing

Solution – What You Will Do

Solution options – pros and cons of each Whi h i l dWhich is selected

Why was this solution chosen over others?Why is it best to impact data, get to the root cause, and fix the problem or take advantage of the opportunity?

What will be doneHowImpact expected


By when (completion date to see impact)What are the pros and cons of this solution How does it overcome the cons

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Overall Objective

What you will accomplish, why it is important, its impact, how you will do it, and when you will do it ‐ all in one sentence


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Target ConstituentsWho will be directly impacted by this project?Who receives the benefits of your team actions?Demographics

AgeAgeGenderCulture/religionSESGeographyEducation levelExperience levelCurrent skillset


Current skillset

List: Specific needs these constituents have that you will impactHold on to this list to ensure all you do meets these needs

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Major Deliverables

What are the top 3‐5 work outputs needed to ensure the objective is met?Breakdown your objective into 3‐5 major pieces These are the top priorities the team must accomplish


A deliverable:1. Tangible output2. Owner3. Due date4. Indicator of success

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Project Team Deliverables Template

DeliverDeliver--ableable

MileMile--stone stone & Due & Due DD

OwneOwnerr

IndicatoIndicatorr

BudgeBudgett

ReviewReviewDatesDates

PriorityPriority StatuStatuss

ActionAction

DateDate


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Scope – In/Out

Within this objective and these deliverables, what specifically is in the scope of work to be accomplished

What is work that definitely will not be accomplished Stating this is a very important part of project management!


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Bottomline: The scope of your project should be chosen carefully, it will determine whether or not you can be successul

Sponsor and FundingWho will sponsor the project?Who will support its implementation?Will the sponsor agree to provide “air cover” with other leaders?Clearly define the sponsor role – alignment, resources, and stamp of y p g , , papproval as a credible projectWho is providing funding for this project? How much is estimated?


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Sponsor & StakeholdersWith your sponsor:

Agreement that project is a strategic org. priority (how so)Set their expectations (track them)

With your Leadership Committee (who and why; how often)Define oneMeet regularly Include opponents

With stakeholders:Define your list of stakeholdersOrganizational leaders and managers – their role & agreement

Regularly provide updates & check satisfaction with progress


Regularly provide updates & check satisfaction with progress

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Bottomline: Measure & track progress to expectations• Show them successes throughout process • They can make or break your project (shhh – and your career!!)

Exercise #2: Solution, Objective, Target Consitituents, Major Deliverables, Scope, Sponsor/Funding

Choose your solution – and answer what, why, how, when questionsCreate a one sentence objective containing what, why, how, & whenDefine your target constituents, their demographics, and their needsList 3‐5 major deliverablesDefine scope – what is in, what is outh i h h k h ld d h ill id f di


Who is the sponsor, who are stakeholders, and who will provide funding


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Indicators of SuccessHow does the organization measure its success?

What is measured? Why is this measured? Is it used? How?What are the goals, levels and trends of the following measures:

QuantityQualityBudgetCost savingsTime/deadlineConstituent SatisfactionProduct/service satisfactionSupport

Qualitative: How do constituents describe the problem situation is better, given the project implementation?


p j pWho measures?Who gathers the data and analyzes it? Who reports it and how is it reported?Who will be responsible for taking action to improve progress if indicators are off

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Exercise #3: Metrics/Indicators of Success

Draft your indicators of successDetermine who will monitor and take action on indicators



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Assumptions

What do you assume to be true as you embark on this work? About the project? How it will be implemented? Resources? People involved? Stakeholders and sponsors involved?involved? Stakeholders and sponsors involved?

What are “givens” about the context and nature of the work in order to accomplish the output?

What does the team expect along the way?


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Team Selection and ManagementRepresentation – cross‐functional membershipPassion and expertise Hand pickSecure manager buy‐inSecure manager buy‐inWho should be on the project team? Consider:

ExpertiseExperiencePosition in organizationPassion


PassionRepresentation

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Bottomline: Poor team leadership, membership, development, and dynamics are top reasons for project failure

Project Team Leader & Member Plan

Leader and member roles – knowing you have the right membership and clear expectations

Team deliverables document


Team deliverables documentTeam process document

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Decision Making

OARPi1. Owner of the Decision2. Approver/Ratifier (Executive Sponsor) of the decision and how the

project will be ratified3. Reviewers (partners, customers, stakeholders): Who are they and how

often will they review progress4. Participants:The team members and subject matter experts who

provide input to the project 5. Who needs to be informed – those who care and need to know about

h


the project

6. Project Manager driving the process: The leader of the project team

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ResourcesResources the team needs to accomplish the objective and solve the problem or achieve the opportunity.

Budget = Money needed

People time:

Other Resources Needed:

Deliverable Who Their Manager Estimated Hours Priority in their workload


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Other Resources Needed:• Equipment = • Software = • Information – and access to it = • Books/subscriptions = • Travel budget = • Office supplies = • Others =

Risk Analysis and Contingency Plans

What are the risks associated with this project?What is your plan to overcome them?What is your contingency plan if the project or parts of the project begin to fail?begin to fail?


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Cost/Benefit Analysis

What is the overall cost of this project?Can you calculate the benefits?Wh i d i h j h h h ?


Why is doing the project now worth more than the costs?What is the opportunity cost of doing this project – could the money and time be spent on another org priority?

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Communications Plan

How will you consistently communicate about this project?To team members internallyTo partners externallyTo customers who will benefitTo stakeholders who care about the outcome


To sponsors who are commissioning and/or paying for this projectTo managers who are responsible for the project success

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Design Process

How will the project output be designed?How will you create a blueprint or specification?How will you ensure the design meets constituent needsdefined earlier


How will you ensure the project impacts indicators (improves the baseline data from your needs assessment ) so that you achieve your goal?

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Development Process

How output will be developedHow will it be an efficient processHow roles in the team will be used to get the work accomplishedHow does your process take into account rapid prototyping –developing, testing with target consitituents, and refining quickly during the development processE th j t lt t t tit t d d i di t


Ensure the project results target constituent needs and indicatorsConfirm by cotninuing to confirm constituent needs

Research your developed project by piloting with constituents, reviewing their feedback, and changing the project output as needed

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Review Milestones w/Sponsor & Stakeholders

Milestones for checking in with stakeholders to know you are on track and should proceed full speed ahead!


and should proceed full speed ahead!

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Benchmarking

The output your team creates takes into account previous best work on this topic by othersYour process to design and develop the output builds upon best


Your process to design and develop the output builds upon best practices by others who have done something similarYou can defend that your project is “world class”Bring the very best to your projects ‐ your constituents deserve it!

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Exercise #4: Design, Development, Benchmarking

Define the OARPi for your projectDescribe your process and criteria for design, development and benchmarking of your project


You have 30 minutes – please prepare a 3 minute report out

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Rollout Plan

What is the plan to implement/launch this program?


What is the plan to implement/launch this program?How will it be marketed and communicated to target constituentsHow will customers be informed?How will managers be prepared to support the program?

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Timeline for Top 3‐5 Deliverables

What are the milestones for the top deliverables?Are there dependencies on other groups or resources? If so, what are they? When do they provide what is needed for the team and its outcomes?The team should conduct “work reviews” on these top priority deliverables


Kudos to items on trackFocus on items that are behind or at risk to help them

Capture action items & review them at the start of the next meeting

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Bottomline: With so many possible details, it is important for a team to track progress to the top 3‐5 deliverables

Roadmap

The details for the top 3‐5 deliverablesBroken down/integrated by phase


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Bottomline: This “calendar” is very important for ensuring progress and alignment across the team

Exercise #5: Draft your Roadmap

Prepare your initial roadmap, laying out phases and begin to add details of deliverables – work back from the November deadlineThis is a level of detail below your top 3‐5 deliverables


You have 20 minutes – prepare for a 3 minute report out

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Project Management Takes DisciplineProject Management Team Discipline

Use team development processes Create a Team Plan for reward, accountability, alignment

Team Deliverables PlanTeam Process PlanTeam Process Plan

Individual DeliverablesUse a breakthrough systems approach

Conduct Work ReviewsAfter Action Reviews

Leaders need to hold 1:1s to check individual deliverables & remove barriersUse Effective Meetings


Bottomline: Track project team & individual deliverables for: • Alignment• Reward & accountability

Use Effective MeetingsTrack Action ItemsFollow up

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SummaryProject Planning Includes:

1. Initial Needs Assessment, Opportunity – “baseline data and goal”2. Clear solution, objective and deliverables – “defensible plan”j p3. Sponsorship ratification – “resources” and “aircover”4. Team formation and deliverables – “strong, committed team”5. Project design, development, and piloting – “solution works”6. Communication – “project is a priority in normal channels”7. Implementation – “baby can crawl, walk, talk”8. Overall Project Measures for Success – “measuring your success”


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You Must Create a Project System

You must set project expectationsYou must ensure all projects consistently contain project planning elementsThen, you can track objectives, progress, and impact more effectivelyYou now know what it takesI ill h i h


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It will not happen without you

Success


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Resources

Books:

Bridges, William, Managing Transitions (2003). Cambridge, MA: Da Capo Press.

Daft, Richard L. Organizational Theory and Design (2007). Mason, OH: Thomson.

Kotter, John P. Leading Change (1996). Boston, MA: Harvard Business School Press.

Website:


Baldrige Performance Excellence Criteria: http://www.quality.nist.gov/Business_Criteria.htm

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Project Leadership System - UNITAR · Choose your solution –and answer what, why, how, when questions Create a one sentence objective containing what, why, how, & when Define your

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