Project Management Slides(1 3day Program)

7/31/2019 Project Management Slides(1 3day Program)

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PRESENTER

R . MASILAMANI PMP

The Essentials of Project Management

(a three day program)


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Agenda

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DAY 1

INTRODUCTION and Assessment Success and Failure of ProjectsWhats Project / Project Management Tools of the Trade Project Charter Work Breakdown Structure

(big hope for day 1)


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Agenda3

DAY 2

Project Processes & life

Cycles Managing the project Project Managers role

(Wish list for day 2)Wish list for day 2)

Tools of the Trade-cont.Project Schedule

Project Budget


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Agenda

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Program Reviews:

- by participants

. of presenter

. of the Mock exams

. of the program

(Great Success by day 3)

DAY 3

Managing change/politics of change Resources of the project manager

Other pertinent topics


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Presenter- Masilamani Ramasamy([email protected])

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Thought leader in PM

Management Instructor and consultant

- for more than three decades

BEc in Economic Statistics & MBA

in Business Finance & Management

PMP acquired in 1995

Founder Treasurer of the Malaysian Chapter of PMI

Honorary Head of the Centre for Project ManagementExcellence-IPD/OUM


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What Is A Thought Leader?

Its a truism that thought leaders tend to be the most successful individuals or firms in theirrespective fields.

Furthermore, in the research literature, theres a general consensus that being a thoughtleader whether youre an individual or employed at an organization and you want to growthe business, or even an association seeking new members as well as more generoussponsors, being a thought

leader can make a very significant and positive difference.

DefinitionPart One

A thought leader is an individual or firm that prospects, clients, referralsources, intermediaries and even competitors recognize as one of the

foremost authorities in selected areas of specialization, resulting in its beingthe go-to individual or organization for said expertise

DefinitionPart Two

A thought leader is an individual or firm that significantly profits frombeing recognized as such.


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A Moment to Ponder

Which among the following are 'Projects'-WHY?

1)running a sundry shop

2)getting married

3)organising the OLYMPICS

4)Going to a film with your girl/boy friend

5)sitting for an exam

6)being unemployed

7) attending the STAR program8)going on a tour of the city

9)climbing mount Everest

10)going to school

Guideline:Answer 'Yes'or 'No' only, give one reason, the least, two, the most


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Is This a Project?

CASE STUDY ONE

-Are you still confused what a project is? Take a momentto consider this:

Despite their very different sizes, delivering the 2012LONDON OLYMPICS and relocating your team to an

office down the corridoor are both projects. Being asales rep is not a project because it is an ongoingworkf role. On the other hand 'to deliver a 20%

increase in sales leads through the installation of amarketing data base is likely to fill the criteria of a

project-excerpt by Mathew Batchelor


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Awareness Test Based on Case Study 1

1. What tasks are the team members of the project

involved in?- name one only

2.What is the best place for drawing up a network?

3.What are the objectives of time and cost in this project?4.Is getting married a project or staying married a project?

5.When did the project look like it will be completed?

6.What kind of project program the presenter in the presentation

uses?7.What was done to manage resources?

8.How did the company avoid the risk of delay in the project?


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Recent Project Statistics(2001)

The U.S. spends $2.3 trillion on projects everyyear,an amount equal to one-quarter of the nations

gross domestic product* More than sixteen million people regard project

management as their profession; on average, aproject manager earns more than $82,000 per year*

IT Project Managers are still in great demand andearn over $95,000/year on average (Ziv, 2002)


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General Benefits of Project Management

Better control of financial, physical, and humanresources

Improved customer relations

Shorter development time Lower costs Higher quality and increased reliability

Improved productivity Better internal coordination Higher worker morale (less stress)


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Improved Project Performance

Project success is often based on meeting projectscope, time, and cost goals

The Standish Groups CHAOS studies are well

known for documenting IT project success rates andcost of failures*

M easure 1994 Data 2002 Data Result

Successful projects 16% 34% Doubled

Failed projects 31% 15% HalvedMoney wasted onchallenged andfailed projects

$140B outof $250 B

$55 B out of$255 B

More thanhalved

*PM Network, July 2003, p. 16


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Improvements to Key IT Project Metrics Due to ProjectManagement*

38.6 37.6 37

32.8 32.5 32.1 31.9

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Why the Improvements?

"The reasons for the increase in successfulprojects vary. First, the average cost of aproject has been more than cut in half.

Better tools have been created to monitor

and control progress and better skilledproject managers with better

management processes are being used.The fact that there are processes is

significant in itself.*

*The Standish Group, "CHAOS 2001: A Recipe for Success"(2001)


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What the Winners Do*

Recent research findings show that companies thatexcel in project delivery capability:

Build an integrated project management toolbox (use

standard/advanced PM tools, lots of templates) Grow competent project leaders, emphasizing business

and soft skills Develop streamlined, consistent project delivery

processes Install a sound but comprehensive set of project

performance metrics


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Findings From 5-Year Study on Quantifying the Value ofPM*

Companies with more mature project managementpractices have better project performance (on time andbudget vs. 40% over time and 20% over cost targets)

Project management maturity is strongly correlated withmore predictable project schedule and cost performance

(i.e. .08 schedule performance index variation vs. .16) Good project management companies have lower direct

costs than poor project management companies (6-7% vs.11-20%)

*Ibbs, William and Justin Reginato, Quantifying the Value of Project

Management (2002)


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Project Management Maturity by KnowledgeArea and Industry


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Introductory Assessment18

Four Basic Requirements of Innovative PMs

Assessing Participants, PM capabilityTeam/Individual Assignments for

class


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Quote- no.1

The key capabilities of the project team inThe key capabilities of the project team in

order to make innovation in projects to beorder to make innovation in projects to be

more successful are:more successful are: Strategy, ideas, ProcessStrategy, ideas, Processandand ClimateClimate

-future think, a project

management expert group

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Ten Essentials of Process Management

1.Develop a Vision2.Manage to the Plan

3.Identify and Mitigate Risks

4.Assign and Track Issues5.Examine the Business Case

6.Design a Component Architecture

7.Incrementally Build and Test the Product8.Verify and Evaluate Results

9.Manage and Control Changes

19.Provide User Support


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1.Which comes first? An idea or a business2.Searching for ideas

3.Trial and error4.No block bluster, no tiny tot either

5.Not all ideas are business worthy

6.Feasibility is two faced

7.Technical

8.Business: market and financial

9.Generation of ideas

10.Screening of ideasDr. Milton Silve

Ten Essentials of Idea Generation


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f

Ten Essentials of Climate Assessment

1. Performance assessment and reward systems2. Leadership style in the unit

3. Job satisfaction

4. Organisational communication5. Perceived quality of care

6. Team spirit

7. Training and development

8.Conflict Resolution

9.Commitment to corporate Aspirations

10.Tolerence for Failures


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Ten Essentials of Strategy Management

1 Situation - evaluate the current situation and how it came about.

2 Target - define goals and/or objectives (sometimes called ideal state)

3 Path / Proposal - map a possible route to the goals/objectives

See-Think-Draw

4See - what is today's situation?

5 Think- define goals/objectives

6 Draw- map a route to achieving the goals/objectives

Draw-See-Think-Plan

7 Draw- what is the ideal image or the desired end state?

8 See - what is today's situation? What is the gap from ideal and why?

9 Think - what specific actions must be taken to close the gap between today'ssituation and the ideal state?

10Plan - what resources are required to execute the activities?


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The Assessment

20/40 questions/measures

4 categories

Summary score by category, and

Self evaluation

Answer key:Answer key:

SD - strongly disagreeSA1- somewhat agree

SA2- strongly agree


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Strategy- your game plan

Q1- We have clearly identified our innovation hurdles and workedout how to overcome them

Q2- The vision of our team on innovation is inspiring and acts asan inspiration for all our team members

Q3-Everyone within our organization is clear aboutwho to go to for innovation assistance

Q4-We rely on a consistent set of METRICS to

serve as an Innovation Dash Board and track

our innovation activitiesQ5- There is a specific individual or group

that has a central and unified picture of our

innovation efforts

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Ideas- your moulding clay

We have a stream of ideas that will keep our organizationgrowing well into the future(> 5 years)

We are always looking for new ways to improve our

offers- even our most successful ones

We have a deep ultimate relationship with

our customers that helps to deeply

understand their needs-even when

unspokenWe are encouraged to generate ideas to

shake the status quo in our industry

We have successfully collaborated with

our firms to generate and implement newideas

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Process- your road map

We have multiple idea-generation channels(office &on-line) to get ideas from diverse sources

We do an excellent job stopping work on/killing

unnecessary ideasWe real on a set of evaluation criteria

that helps us identify our best ideas

We always launch our motivation on a

timely manner

We start with many ideas with minimal investment,and gradually increase our resources as we focus on

the best ideas

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Climate- Your office vibe

Our senior management strongly believes thatinnovation is the life blood of the business

Failure and risk taking is celebrated within ourorganization

There is an active culture of dialogue and

interaction between roles, departments,

and levels

We have a reward/recognition program

that motivates people to participate in

innovation

Our senior managers are respected role

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So, how did you fare?29


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How do you fare-summary30


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Why Project Management?31

Todays complex environments require ongoingimplementations

Project management is a method and mindsetadisciplined approach to managing

Chaos

Project management provides

a framework for working amidst

persistent change


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Top 10 Project management trends for 2011

Leadership skillsThe war for PM patent

Agile will be seen for what it is and what it is not

Competency models

Exponential learning

Informal learning for PMs will gain

momentum

An area of project sponsorshipOutsourcing will remain as a risky business

PMs team up with Change Partners for adoption

PMP certification and accreditation

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33Overview

70% of failing projects attribute the failure to lack ofcommunications or lack of project management training. Other

questions keeping leaders awake at night are:

How much risk is too much?

What projects can we really afford to implementwith accurate estimates?

What is the price of missing critical project dates?

Can you identify and resolve potential issues in

your projects?

What is the real status of our projects?

Are we wasting our limited resources on duplicate projects?

Who will provide the information and resolution of issues affecting

more than one project or projects across a division or department?


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Pertinent Question for Participants34


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Themes Requested35

Alignment of projects to organizational mission, goalsand objectives

Resource conflicts; being spread too thin

Organization: traditional vs a matrix, andhow to get things done when you are not

in control

PM role; Supervisor of many, but manager of none.

Managing smaller projects and keeping track of them

Being organized when organization is not your greateststrength


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the tree swing or tire swing funny diagrams - for training,

presentations, etc

The famous tree swing picture (also known as tyre

swing, tire swing, rope swing) depicting tyre(or tire) and rope swing in various states of

dysfunctionality, illustrates the pitfalls ofpoorproduct design,

or customer service, and the dangers of

failing to properly listen to customers and

interpret their needs.

tree swing pictures


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what marketing suggested


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what management approved


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as designed by engineering


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what was manufactured


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as maintenance installed it


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what the customer wanted...!!


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Themes Requested43

Establishment of PM Office [PMO]?Projects that initiate new work & responsibilities

Developing effective work teams with individuals who

dislike one anotherGetting realistic timeframes attached to project

initiatives

Controlling changes to development


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Themes Requested44

How do we apply PM in higher education, a culturenot known for application of business-like methods

Improved change management practices

Getting vendors to follow up on their end of the deal

Ideas around moving an operation to a new facility


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Themes Requested45

Project management as applied to an academiclibrary setting

Malaysian development upscale requires new and

robust management conceptsTMP and private sector projects are results oriented


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QUOTE- no.246

Great leadership, Effectivesystems and makinggood

judgments, are vital in ProjectManagement

systems'- Mathew Batchelor

( thought leader and consultant ,2010)


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I n o r g a n i z a t i o n s a n d b u s i n e s s e s , p r o j e c t mp a r t i c u l a r l y i n t r o d u c i n g o r c h a n g i n g t h i n g sm p l e :

p e o p l e , s t a f f i n g a n d m a n a g e m e n t p r o d u c t s a n d s e r v i c e s m a t e r i a l s , m a n u f a c t u r i n g a n d p r o d u c t i o I T a n d c o m m u n i c a t i o n s p l a n t , v e h i c l e s , e q u i p m e n t s t o r a g e , d i s t r i b u t i o n , l o g i s t i c s b u i l d i n g s a n d p r e m i s e s f i n a n c e , a d m i n i s t r a t i o n , a c q u i s i t i o n a n dm e n t p u r c h a s i n g s a l e s , s e l l i n g , m a r k e t i n g h u m a n r e s o u r c e s d e v e l o p m e n t a n d t r a i n c u s t o m e r s e r v i c e a n d r e l a t i o n s q u a l i t y , h e a l t h a n d s a f e t y , l e g a l a n d p r o f e s s i o n a l t e c h n i c a l , s c i e n t i f i c , r e s e a r c h a n d d e v e l n e w b u s i n e s s d e v e l o p m e n t

a n da n y t h i n g e l s e w h i c h n e e d s p l a n n i n g a n d

What is a Project?

Roman soldiers building a fortress,

Trajan's Column 113 AD


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The Project Management Process

p r o j e c t m a n a g e m e n t p r o

1 .A g r e e p r e c i s e s p e c i f i c a t i o nf o r t h e p r o j e c t- ' T e r m s o f R e f e r e n2 .P l a n t h e p r o j e c t- t i m e , t e a m , a c t i v i t i e s , r e s o u- u s i n g s u i t a bp r o j e c

m a n a g e m e n t t o o l s.

3 .C o m m u n i c a t e t h e p r o j e c t p l a n t o y- a n d t o a n y o t hp e o p l e a n d g r o u p s .

4 .A g r e e a n d d e l e g a t e p r o j e c t a c t i o n.

5 .M a n a g e a n d m o t i v a t e- i n f o r m , e n c o u r a g e , e n a b l6 .C h e c k , m e a s u r e , m o n i t o r , r e v i e w- a d j u s t p r o j e c t p

t h e p r o j e c t t e a m a n d o t h e r s .7 .C o m p l e te p r o j e c t- r e v i e w a n d r e p o r t o n p r o j e

t o t h e p r o j e c t t e a m .

P r o j e c t f o l l o w- u p- t r a i n , s u p p o r t , m e a s u r e a n d r e

project management tools


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project management tools

Project brainstorming and initial concepts, ideas, structures, aims, etc B F C G

Gathering and identifying all elements, especially causal and hiddenfactors

* *** **

Scheduling and timescales ** ***

Identifying and sequencing parallel and interdependent activities and stages * ****

Financials - costings, budgets, revenues, profits, variances, etc * * ** ***

'Snapshot' or 'map' overview - non-sequential, non-scheduled ** ***

Format for communications, presentations, updates, progress reports, etc * * ***

Matrix key:Format for communications, presentations, updates, progress reports, etB = Brainstorming

F = Fishbone/Ishikawa Diagrams

C = Critical Path Analysis Flow DiagramsG = Gantt Charts

***- main tool **-0ptional/secondary tool* - sometimes useful
http://www.businessballs.com/project.htm%22%20%5Cl%20%22brainstorminghttp://www.businessballs.com/project.htm%22%20%5Cl%20%22fishbone-diagramshttp://www.businessballs.com/project.htm%22%20%5Cl%20%22critical-path-analysishttp://www.businessballs.com/project.htm%22%20%5Cl%20%22gantt-chartshttp://www.businessballs.com/project.htm%22%20%5Cl%20%22gantt-chartshttp://www.businessballs.com/project.htm%22%20%5Cl%20%22critical-path-analysishttp://www.businessballs.com/project.htm%22%20%5Cl%20%22fishbone-diagramshttp://www.businessballs.com/project.htm%22%20%5Cl%20%22brainstorming


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A project is a temporary endeavorundertaken to create a unique product orservice. It implies a specific timeframe

a budget

unique specifications

working across organizational boundaries

Project Management- an official definition


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Project Management: Unofficial Definition51

Project management is about organization

Project management is about

changing peoples behavior

Project management is about

decision making

Project management is aboutcreating an environment conducive to

getting critical projects done!

Success


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Success


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Quote- no.354

Only those who dare to fail greatly can everachieve greatly

- Robert F. Kennedy

(A potential US President killed by an Assassin)


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Why Projects Fail55

Failure to align project with organizational objectives Poor scope

Unrealistic expectations

Lack of executive sponsorship Lack of project management

Inability to move beyond individual

and personality conflicts Politics


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Why Projects Succeed!56

Project Sponsorship at executive levelGood project charter

Strong project management

The right mix of team playersGood decision making structure

Good communication

Team members are working towardcommon goals


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Why this matters to YOU57

Most of us get to where we are by some technical orspecific set of skills

If you want to get things done, you need a good blendof

Business knowledgePeople managementKnowledge of organizational politicsAND an area of technical expertise

Those are the people that make things happen!


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Laws of Project Management58

No major project is ever installed on time, withinbudget, or with the same staff that started it. Yourswill not be the first.

Projects progress quickly until they become 90%

complete, then they remain at 90% complete forever.When things are going well, something will go wrong.When things just cannot get any worse, they will.

Project Planning and Implementation.

by Abraham Shtub, Jonathan F. Bard, and Shlomo Globerson Copyright 1994

by Prentice-Hall, Inc.


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Laws of Project Management59

When things appear to be going better, you have overlookedsomething.

No system is ever completely debugged. Attempts to debuga system inevitably introduce new bugs that are even harder

to find.A carelessly planned project will take three times

longer to complete than expected

A carefully planned project will take only twice

as long.

Project teams detest progress reporting because

it vividly manifests their lack of progress.Project Planning and Implementation.

by Abraham Shtub, Jonathan F. Bard, and Shlomo Globerson Copyright 1994

by Prentice-Hall, Inc.


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Quote- no.460

The rule of the military operations is not tocount on opponents not coming, but to relyon having ways to deal with them

SUN TZU- The Art of war

(sixth century B.C.)

C j l


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Core Project Management Tools61

Project CharterWork Breakdown Structure (WBS)

Project Schedule

Project Budget


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Project Charter62

What must be done? What are the required resources? What are the constraints? What are the short and long term implications?

Whydo it?When must it be done?Where must it be done?Who does what?

Who is behind the project?Who is funding the project?Who is performing the work of the project?


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Project Charter63

WhoWhat

Where

WhyWhen


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Project Charter64

Project Goal & ObjectiveSponsor

Stakeholders

Timeline

Resources requiredDeliverables

Decision makingAssumptions

Risks

Business process changes

Project managerProject team

Budget

Signatures


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Assumptions65

Opportunity to put it all out there Challenges facing the project

Implications

Organizational history

Political implications

Impact to traditional power

Requirements of decision-making

Write down what cannot be said Keep it objective

M j C ll


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Mojo College-Budget Case Study66

Mojo College, a small, private, liberal arts school with an enrollment of 2000, has determined that they want to replacetheir homegrown student, HR and financial information system. They survived the Y2K by the heroic efforts of the ITteam, the veteran staff who wrote the system 25 years ago. However, administrators listened to their new CEO as sheexplained the growing risk of the school by their ultimate reliance on a programming staff that was nearing retirement.Besides, enrollment has been on a steady decline in the past decade. College administrators have been attuned to thecompetition, many of which new enterprise resource planning(ERP) systems.

The CIO prepared a project proposal. Trained in project management methodology, she completed a project charterdelineating the major components of the project. Among her assumptions, she stated that in order to be successful herIT staff will need to be complemented by a team of IT contractors to not only implement the new system, but help thecurrent staff maintain the existing system. She later presented a budget to administrators for more than $5Million, two thirds($2Million) of which is for contract support.

The executive team of Mojo College reviewed the project plan. They agreed with the goals, objectives, project team andand the schedule. The only area where they balked was the budget. The CFO was concerned that the new CEO wasoverly cautious by bringing in so much contract help. Further more he was worried that the school's endowment couldnot afford $5Million. The last few years saw the endowment fund drop dramatically due to stock market fluctuations. Heproposed that the project budget scale back the contract help in half, to $1Million. His assumption was that the currentIT staff could could shoulder the load for a few years.

The CIO was taken aback. She was confident that she has presented a realistic budget projections. She had worked withcounterparts at other schools, the vendor and her staff. She had a strong understanding of the realistic workload of suchan endeavor based on her experience in a previous job. A warning signal was going off in her head! However, Theexperienced professional that she was , she absorbed the feedback, asked for any other suggestions and then asked forsome additional time to review them in total and return to the administrative team in a week.


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Quote- no.567

Do not repeat the tactics which have gained you onevictory, but let the methods be regulated by theinfinite variety of circumstances

- SUN TZU- the Art of War

( 490 B. C., Chinese Military strategist)


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Work Breakdown Structure


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Work Breakdown Structure

Ways to present the WBS


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Ways to present the WBS

The Work Breakdown Structure presented here represents all the work required to complete this

project.

OUTLINE VIEW

The outline view presents an easy to view and understand layout for the WBS. It is also a good layout

to use when developing the WBS because you can easily make changes, especially since the

Microsoft Word auto numbering feature updates the WBS Code automatically.

HIERARCHICAL STRUCTUREThe hierarchal structure is similar to the outline view but without indentation. Although this format is

more difficult to read, it may be useful where you have many levels and indentways you can

present the WBS ing each level would make the table to large to fit into a document.

TABULAR VIEW

The Tabular View is a nicely organized table view of the WBS. It is a good option for organizations

which prefer table formats.

TREE STRUCTURE VIEW

The Tree Structure View is the most popular format for the WBS. It presents an easy to understand

view into the WBS; however, it is also tricky to create without an application specifically designed

for creating this organizational chart structure.

O tli O i


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Outline Overview

1. Widget Management System1.1 Initiation1.1.1 Evaluation & Recommendations1.1.2 Develop Project Charter1.1.3 Deliverable: Submit Project Charter

1.1.4 Project Sponsor Reviews Project Charter1.1.5 Project Charter Signed/Approved1.2 Planning1.2.1 Create Preliminary Scope Statement1.2.2 Determine Project Team

1.2.3 Project Team Kickoff Meeting1.2.4 Develop Project Plan1.2.5 Submit Project Plan1.2.6 Milestone: Project Plan Approval

Hi hi l St t


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Hierarchical Structure

LEVEL WBS CODE ELEMENT NAME

1 Widget ManagementSystem 1.1 IInitiation 1.1.1 Evaluation & recommendations

1.1.2 Develop Project Charter

1.1.3 Deliverable: Submit Project Charter

1.1.4 Review Project Charter

1.1.5 Charter Signed & Approved

1.2 Planning 1.2.1 Create Scope Stetement

1.2.2 Determine Project Team

1.2.3 Team Kick-off Meeting

1.2.4 Develop Project Plan

1.2.5 Submit Project Plan

1.2.6 Milestone: Project Plan Approval

Tabular View


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73LEVEL WBS CODE EMEMENT NAME

1 1 Widget Management System

2 1.1 IInitiation

3 1.1.1 Evaluation & recommendations

3 1.1.2 Develop Project Charter

3 1.1.3 Deliverable: Submit Project Charter

3 1.1.4 Deliverable: Submit Project Charter 3 1.1.5 Charter Signed & Approved

2 1.2 Planning

3 1.2.1 Create Scope Stetement

3 1.2.2 Determine Project Team3 1.2.3 Team Kick-off Meeting

3 1.2.4 Develop Project Plan

3 1.2.5 Submit Project Plan

3 1.2.6 Milestone: Project Plan Approval

T S V


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TREE STRUCTURE VIEW

W k B kd St t


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Work Breakdown Structure75

Requires structured brainstorming


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Quote- no.676

How long a project actually takes tocomplete is important

( Mathew Batchelor, Publishing and CommunicationsConsultant, London, United Kingdom-Thought Leader inPM)

P j t S h d l T l


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Project Schedule Tools77

Many tools availableMwww.dotproject.net microsoft Project Many more specialized software

Excel

Most important Monitor tasks Gantt views of project one page views for executives Roll out and more complex views forwork teams

Critical Paths Inputs from multiple teams that roll up to project manager Dependencies Resources assigned to tasks

Project Sched le
http://www.dotproject.net/http://www.dotproject.net/


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Project Schedule78

Project Schedule


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Project Schedule79

Critical Paths


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Critical Paths80

Milestones that impact downstream milestones andthe overall timeline of project

If you miss a Critical Path, the entire project isdelayed, or

You have to make up ground on downstream criticalpaths

Project Budget


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Project Budget81

Direct CostsIndirect Costs

Ongoing costs

Project Budget


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Project Budget82

Direct Costs Hardware Software Contractor fees

Estimated hours

Hourly Rates percontractor

Various contractorrates

Training

Fanfare Other

TOTALS

Indirect Costs Your peoples time

and effort Estimated time on

project Estimated cost

based on hourlyrate

Others time and effort Opportunity cost

What projects ortasks are NOTgoing to get done inorder to get thisproject done?

Year 1

Year 2

Year 3

QUOTE no 7


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QUOTE- no.783

Ones Determination will lead to others

success

( Harun Al-Rashid- 9th century Caliph)

Managing the Project


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Managing the Project84

Triple ConstraintFive Stages

Project Manager Role

Decision Making Structure

Communication Plan

Meeting Management

Team Development

Navigating Organizational Politics

Triple Constraint


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Triple Constraint85

Time

Resourc

es

Scope/

quality

Risk?

Global Project Management Survey, 2005


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j g y, 5

Transformational leadership is theprevalent leadership behavior

in successful projects across

all regions of the world.Respondents assessingtheirprojects as more successful than

others concurrently state a higher degreeof transformational leadership displayed by

their supervisors.

Project Management


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87Leadership Perspective

According to a surveyby Ernst & Young, 80%of the issues surrounding

project failure are

people issues-Art petty

.

The All Too Common Leadership


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pMistakes of Project Managers:

1. Failing to develop effective culture-sensing skills.2. Not thinking like a good salesperson when itcomes to understanding stakeholders.3. Missing the memo on how to execute an effectivecommunications program.4. Not understanding how to talk Execu-Speak5. Quoting the Project Management Body ofKnowledge(PMBOK) in a hurricane.6. Abusing the craft of coaching and the art offeedback.

7. Being conflicted over how to manage conflict.8. Failing to connect organizational strategy to projectgoals and performance.

Leadership & the Project Manager2009 Art Petty

Art Petty's Survey-2009


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Art Petty s Survey2009

In my surveys, the two mostcommonly identified criticalsuccess factors for projects are:

1.an appropriately involved andsupportive sponsor and anexperienced and2.people-savvy project manager

that understands what it takes tocreate a performance-focusedculture.

The Four Universal Qualities of Top


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The Four Universal Qualities of TopPerformers & Effective Leaders

Four key qualities or attributes that senior

contributors in all positions and high performance

project management professionals consistently

display as they ply their trades.

1. Leadership Maturity

2. Strategic Awareness

3. Executive Presence4. Execution

Leadership Maturity:


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y

Looking to see how well they grasp this part of their role and what

behaviors they exhibit in pursuit of developing teams and supportingteam members. Key questions include:

Does the PM understand the true role of a leader?

Can the PM lead effectively without formal authority?

Is the PM capable of inspiring and motivating others and leading across

silos? Does the PM understand her role in creating a high performance

culture?

Is she comfortable receiving and delivering constructive feedback?

Does she have high credibility as a professional and a person?

Does she understand the stages of team development and the

changing leadership tasks at each stage?

Does she manage upwards and communicate

with stakeholders effectively?

Executive Presence:


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Executive Presence:

Many otherwise capable professionals struggle to develop

executive presence. Core issues:

Is she comfortable relating to senior managers?

Does she develop and deliver a message that is at the

right level of detail and that is crisp and to the point?

Does she exude confidence, even in tough

circumstances?

Does she speak the language of strategy and the Voice of

the Customer effectively?

Does she avoid excuses and focus

on solutions?

How to Develop Your Skills and Abilities in the Four

U i l A


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Universal Areas:

1.Like so many things in life, improvement starts with awareness.Ideally, you work for an enlightened manager that pushes, challenges

and provides feedback in support of your development.

However, real world experience indicates that most project managers

are left to sink or swim when it comes tostrengthening their skills outside of the science of

project management. I vote for swimming.

Developing your capabilities in the areas identified above is

accomplished mostly through time and experience, and is wellsupplemented by external study, select course-work and ideally, good

feedback and coaching from someone in your professional world.- Art Petty

Ideas to Help You Get Going:


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1. Seek out a senior level leadership mentor in your organization..

2. Use the questions outlined earlier and have your team members and

colleagues evaluate you in the Four Universal Areas. .

3. Create developmental opportunities in the areas that your team members

indicate improvement and challenge yourself to improve..

4. Work hard to cultivate your executive sponsor and gain insights into howyour projects fit into the firm's strategic plans.

5. Change your reading habits. Read something from the

world of leadership or strategy for 60 minutes every day.

6. Work on improving your meeting management habits.

7. Sign up for Toastmasters or take another program inpublic speaking.

8. Actively solicit feedback from your team members on

your own performance.

'Quick...follow that rainbow'


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Q

Conduct ani h


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96internet searchon...

personal improvementproject and look for

examples that

incorporate thelevel of rigor that you

desire. The bestprograms incorporate a

narrowscope, specific

objectives and detailedtracking. And don t

forget to find a

Nine Power Techniques to Helpd hi dibili


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97Grow Your Leadership Credibility:

1. Serve & Support2. Create a Positive Project Environment.3. Teach4. Insulate & Showcase

5. Facilitate & Make Decisions6. Communicate at Just the RightVolume7. Anchor Communications in Project Goals

8. Dispense Accountability Fairly9. Live by the Coach s Credo

Strategy & projects


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Strategy & projects

Performance is king.Your credibility must begolden.Strategy is your context.Lead your team by linking

projects to strategies.Can you pass the Walk in theDoor test?

Project & Culture


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Project & Culture

You cannot create a high performance project team unless you actively

monitor and manage the emerging project team cultureAsk: What is the organization proud of?

Who are the heroes and what are the heroic

stories?

How do people feel about the teams that they

work with in the firm? How does work really get done?

How are decisions made?

Is individualism rewarded and encouraged or is

the team, silo or unit at the top of the food chain?

What is the political environment like?

How strong are the cultural values? Can I see the values at work in

day-to-date business?

Project & Culture cont


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Project & Culture-cont.

How does innovation take place?

How do people talk about the leadership?

Is the spirit one of Can-Do?

What is the fighting style? Can people disagree

vehemently on an issue and then go to lunch, or

are grudges long and deep?

Is there dissonance between stated goals andpriorities and where the focus is placed?

Do people feel accountable for their work

results?

What role do customers and what power does

Voice of Customer play in the working environment? Can people talk about tough topics openly, up and down the ladder?All of these and the many more that we could keep listing speak to various

cultural dimensions that a project manager must understand to effectively execute

on their roles.

5 Best Practices for ManagingYour Sponsor:


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Your Sponsor:

1. The PM works to ensure that the two parties forge aworking relationship at the frontend of the charteringprocess.This is the first step in building Trust.2. The PM proposes a working protocol for regular

communication updates as well as for dealing withemergency circumstances.3.The PM invites the sponsor to major milestonemeetings, and encourages the sponsor to randomlyattend meetings or connect with project team

Participants.4. The PM coaches the sponsor on identifyingopportunities for providing high-level visibility to theproject and team members as well as on creatingopportunities to celebrate achievements.5. The two parties work together to establish a quid

ro uo.

:

:

Five Stages of Project Management


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g j g102

Project Management (in our industry) is divided into fiveparts:

1.Project charter development2.RFP Development and Process

3.Planning & Design Project team creation Project kick-off Planning (WBS, schedule) Budget

1.Implementation/construction2.Project termination, hand-off to operations mgt.

Controlling Change Procedures


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103

g g103

Your Needs Assessment is yourbaseline document

Establish process early formanaging change orders

Original scoping should bethorough as possible

Any subsequent changes must be

thoroughly vetted, a form should becompleted and members andexecutives must sign off

Quote- no.8


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104104

A leader leads by example, NOT by force

- Winston S. Churchill

( 2nd World war PM of Britain)

Q


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Project Managers Role


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106

j g106

Lead

Define Plan Monitor Complete

Re-Plan

Communicate

Communicate

Project Managers Role


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j g107

LeadershipOrganizationCommunicationFinanceTechnical savvyPolitickingTeam building

PraisingPunishing

Traditional Organization


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Traditional Organization

President

VP Academics VP Student Affairs VP Finance VP Development

108

Matrix Organization


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O f f i c e sy s t e m sI S T r a i n i n gd m i s s i o n se g i s t r a rR W e b o n t r o l l e rx

x x x xx x xx

Quote- no.9


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Q 9110

A team is a small number ofpeople with complementaryskills who are committed to

a common purpose,performance goals and acommon approach, forwhich they hold themselves

mutually accountable-(Harvard Business School definition)

People Problems


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111

p111

2/3 of project problems are people related

You will find many operational leadersdemonstrate a just do-it mentality. While that maybe effective in some environments, this is NOT

effective in managing change.There will always be conflict over goals and scope,

resources and between departmentsYou are likely to find a lack of

understanding basic projectmanagement methodsSome people will never get along

So you want to be a Project Manager


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y j g112

You used to be good friends with your co-workersProject manager sandwich: pressure between co-workers and stakeholders

The skills that brought you to this role are no longeras vital; now you need new skills

You used to be really good at your work

From ESI International:Top Ten Reminders for New Project Managers

www.esi-intl.com/public/publications/html/20050801HorizonsArticle2.asp

Project Managers Key Strength
http://www.esi-intl.com/public/publications/html/20050801HorizonsArticle2.asphttp://www.esi-intl.com/public/publications/html/20050801HorizonsArticle2.asp


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113113

Be the eye of the hurricane

Quote- no.10


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And remember, leadership is not for the faint

of heart-Art Petty(Project mgt. Consultant)

TOP 10 LEADERSHIP QUALITIES OF A PROJECT

MANAGER-Timothy R. Barry


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y y

Inspires a Shared Vision

A Good Communicator

Integrity

Enthusiasm

Empathy

Competence

Ability to Delegate Tasks

Cool Under Pressure

Team-Building Skills

Problem Solving Skills

Quote 11-'To advancethe project managementdiscipline, leadership

qualities are essential'-2011 eCameron, Inc. BackFromRedTMand Back From RedTM are trademarks ofeCameron, Inc..

In Search of the High Performance Team


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A high performance team...Is one of those situations where

everything clicks. People are

focused and committed to the

project, groups thrive on solvingproblems and setbacks are just

handled with enthusiasm

and similarly are handled evenmore problems together.

How to Create the HighP f T


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117Performance Team:

Six C s of High Performance ProjectLeadership

1. Create Context

2. Cultivate Your Credibility3. Create Personal Connections4. Customers Create More Context5. Create the Right Conditions

6. Communication is King

Culture

Agatha Gilmore-2008


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1.Establish an enforceable code of conduct

2. Offer ongoing training

3. Issue regular communications

4. Set up an anonymous reportinghotline

5. Enforce and take action

6. Reward employees who demonstrate

the culture...

.

Team Development


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Select the right players Complementary skillsets

Blend of technical and business

Align with WBS

Stages of Team Development Formin

Stormin

Normin

Performin

Formin Storminin theory


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120120

ForminStormin

Normin

PERFORMIN!

Formin Storminin reality


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121121

Formin

Stormin!

Normin

Performin

Formin Storminin reality


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122122

Formin

Stormin! Normin

Performin

Consultants


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Objective, skilled consultants can provide a teamfoundation

Consultants can address dicey organizational issues

For large projects, this approach is vital.

Meeting Management


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Develop Ground Rules earlyAssign facilitator

Assign reporter and reporting structure

Start and end times, frequency of

meetings Frequency of meetings

Focus of meetings Information sharing?

Agenda building Issues for substantive discussion

Suggested Ground Rules for Meetings


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Start/end times are realAgree to debate issues, not people

Civility required

Confidentiality?Reporting outWhat is going to be reported

What isnt

Agree to bring all issues to the table

Destructive Team Member Profiles


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The Tank: a person whodominates a discussion or issueby brute force of personality.When they present, they speak asan authority. When dealing witha project and defining newsolutions, these types of peoplecan be destructive to the processof open discussion and

consideration of alternatives.Solution: thank them for their opinion,

then ask if there are some otherperspectives from other team members.



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The Grenade: Theconversation will be goingalong fine and all of thesudden, a team member lobs

out a discussion-endingcomment.Solution: Address the comment

head on and suggest that the

grenade thrower refrain fromcomments that will upendconversation of alternatives.



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The Think-they-know-it-all: Much like the tank.Solution: Same as Grenade.



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The Maybe Person: Thisis the person who cannotcommit to any position orissue. They take refuge in

ambiguity.Solution: On a project team, you

need to help them commit. Givethem simple alternatives andask them to decide.



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130130

The No Person: This is yourgeneral naysayer. Nothing willwork, no matter what.

Solution: Help to see that no is not anoption. Define the alternatives.



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The Sniper: This is a destructiveforce in a team. The Sniper tendersup negative comments within theteam that negate or attack ideas.

Solution: address the behavior immediatelyand let them know that comments like thatare unacceptable based on team norms.



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The Yes Person: While lessnegative, this person is soagreeable that they negate theirinfluence through a lack of

objective analysis. They are moreeager to please than they are tooffer objective alternatives.Solution: Point out that you appreciate

their positive outlook, but they need toexplore options more thoroughly if theywant to gain credibility with the group.



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The Traitor: Team member speaksvery little in meetings, or sometimesdisagrees, and spends times out ofmeetings lobbying for alternative

positions or arguing decisions madeby the teamSolution: Establish team rules early that state

that issues are dealt with in team meetings

and this behavior is not acceptable. When it isuncovered, PM addresses it in the meeting or,if necessary, in private



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The End Arounder: Teammember who goes around teamand PM to another supervisor oradministrator and complains,

lobbies or takes alternativepositions to team.Solution: Identify the behavior in team

development and make it known it is notacceptable. Get all administrators and

supervisors to suppress the behavior if itoccurs. PM should call it when its seenand the Project Sponsor should nip it inbud.

Providing Feedback to Team Members


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Praise in public

Punish in private

Learn to become a leader

Constantly remain a leader

Case Study


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The Project Management Success Stories --- TwoNASA Engineers

Decision Making Structure


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Define Layers Executive

Project Manager

Project Team

Sub TeamsDocumentation

Levels of responsibility

should be spelled out for

each group.

Examples

Execs will make all decisions on

scope, schedule, personnel

changes and budget

Project Mgt. team will make all

decisions on team assignments,

work allocations and managementof vendors.

Training team will make decisions

about training requirements and

schedules of sessions.

Decision Making


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Avoid consensus abuse Consensus may be desired, but is not required Lack of consensus does not mean no decision Projects force decisions by leaders

Clarify who makes what decisions

Establish structure for rapid decision makingCommunicate decisionsLog/track decisions for future referenceWhile everyone may not agree with all decisions, its

important that team members agree to support the decisionsGet buy-in from sponsor and administrators preventing end

arounds.

139

Communication Plan


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Define stakeholders

Develop communication plan

Identifytalents for communicationmeans of communication

frequency of communication

140

5 Rules for Developing Your Skills as aWorld-Class Communicator:


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1. Let people know that your primary role is tohelpthem succeed through your words and actions.

2. Apply the lessons of change management

In your approaches to communicating.

3. Manage your questions to commentsratio. I ll help you with the math. Your

questionsshould grossly exceed your comments.

4. Manage your volume and frequency along with the

content.5. Learn and reuse the 3 Critical Questions: What s

working? What s not? How can I help?

141

Follow Up!


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Mind the PhaseNo One but a WatchmakerWants to Know How to Build

the WatchClose Encounters withExecutivesPush away from the keyboardand deskNo one likes status meetingsManage the Team P.R.

142

Feedback and Tough Conversations(go-juicy for project performance)


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The best project managers areconstantly providing feedback. They:

Praise great progress, innovative solutions

and great teamwork.

Praise teams that are busting it to make thingshappen.

Counsel teams that are struggling to work

together

Manage upwards, negotiate laterally and conduct toughdiscussions with sponsors, functional managers and suppliers.

And yes, they talk with individuals about performance issues.

143

The Short-Course in Feedback: 9 Rulesthat Will Not Fail You


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1. The majority of your feedback should be positive

2. The best feedback is crystal clear, and focused on aspecific behavior!3. Effective feedback occurs as close to the issue/incident as possible

or Petro s law takes over.The law: the usefulness of efffectiveconstructive feedback declines by 50% for every day beyond the day of theoccurrence

4. Plan your constructive feedback discussionsin advance.

5. Focus on the behavior? This cannot be reiteratedenough.6. Identify the expected change in behavior.

7. Don't let your feedback conversations behijacked.8. Set expectations for change and schedulefollow-up. Build accountability into the process.9. Follow-up.

144

Quote


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Great project managers areaware of

their communicationseffectiveness and arerelentless about balancing

frequency and volumewith situation and content

Art Petty

145

Navigating the Politics of Change145


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Know the environmentWhat are the overarching issues of your organization?

What are the pressing issues of the hour?

What will be the pressing issues of tomorrow?

How do you help others satisfy their needs?What is the stake of others in your project?

Identify a mentor

146

Project Management is Change146


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Project methodology is really about managing change Change in current practices Developing new practices Getting people to change their behaviorsHow they do their work

How they work togetherHow they get the work of the project doneAvoidance of paving the cowpaths

PM is a mindset, a discipline, that can help your organization

increase effectiveness and put order to chaos

147

Limitations of Project Management147


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PM works when there is buy-in for the methods and processIt does not work whenbuy-in is lacking or there is not support for the methods by

executives

end arounds are tolerated influential players operate project business

outside the project

decisions made by project teams are not

supported charters, schedules and other work products of the team are not

supported

148

Project Portfolio Management148


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More common in disciplined ITorganizations

Manages projects that are Proposed

Approved

In progress

Requires organizational buy-in

149

Additional Project Resources149


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ESI Horizonswww.esi-horizons.comProject Management Institute.www.pmi.org

On Becoming a Technical Leader. by Gerald

WeinbergOn Becoming a Leader.

by Warren Bennis

Getting Past No. by William Ury

Decision Traps. by Edward Russo

150

THE EVALUATION -of this course

150
http://www.esi-horizons.com/http://www.pmi.org/http://www.pmi.org/http://www.pmi.org/http://www.esi-horizons.com/


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150150

What did we learn?

Any Further Queries and Inputs?

Where do we Go From Here?

Presenters Assessment

Participants Assessment

The Mock Exam Evaluation

151151

Thank You


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Projectmanagement is always Fun butCh ll i i

Thank Youand Havefun inmanagingProjects

Project Management Slides(1 3day Program)

Documents