project management tips, tools & techniques
TRANSCRIPT
Project Management Tips, Tools & TechniquesNCHRA PRESENTATION – 19 AUGUST 2020
JOHN JONES, CGCIO™, PMP®, ITIL IT DIRECTOR - BELMONT
Private Sector:
• PR/Marketing
• Consulting/Training
• Technology
Government:
• Federal
• Local County
• Municipality
Volunteerism:
• PMI – Region Mentor
• Leadership Board Member
Military Brat/3rd culture kidESLESTPExpressiveRed Blue Blue GreenGen X (latchkey)
Getting to know someone may help you understand what motivates them…AND – how you can engage them on your team
Theory vs Practice
PMIAgilePrince26 Sigma
Effective Communication
Keeping EVERYONE in the loop
Silos
Vertical vs. Horizontal
Workgroups
Steering Committee
Public Involvement
Resources; Internal vs. External
MANAGING STAFF
MANAGING VENDORS
MANAGING MILESTONES
MANAGING COST
MANAGING RISK…
Staff Engagement
Identifying Personality
Types
Teambuilding
Operations vs. Projects
Understanding Personalities
Jung/Briggs MyersMerrill/ReidAnimal typeMany others
Who are you?
Left Brain IntrovertExpressiveGen X
Right BrainExtrovertAnalyticalMillennial
Strength Deployment Inventory (SDI) Discover and influence the motives that
drive behaviors Link between leadership and
organizational performance Different reality based on situation
things-are-going-well stateconflict state
Red, Blue, Green, hub or combo
https://totalsdi.com/assessments/overview/
Personality Test (Merrill-Reid)
•“Let’s do it all”Expressive
•“Do it right or not at all”Analytical
•“We’re great”Amiable
•“Just do it”Driver
Brain Dominance
VerbalAnalyticalLogicalRationalDigitalFactualLinearObjective
SyntheticIntuitiveCreativeCasualRandomEmotionalDivergentImaginative
Develop a Great Team
When introduced – be positive, lead…
Know yourself and those around you (personality test)
Conduct a 360 – find out what folks around you think; adjust where necessary
Support self-actualization!
http://www.progressiveae.com/wp-content/uploads/2016/03/Generation-Gap.jpg*Millernash.com
2015* 3% 29% 34% 34%
Millenials are on track to comprise 50% of the workforce THIS YEAR!
https://www.navexglobal.com/blog/article/formal-introduction-five-generations-employees-your-workforce/
Learning Objectives
Implement a four-step “Project Management Process”
Understand the importance and role of the nine knowledge areas
Appreciate the importance of communications and team composition in effective project management
Learn to actively manage risk and change
Understand why is it important to close a project properly
Public Sector Projects
Legal constraints Accountability to publicPublic resources Fiscal year budgeting
Source: Government Extension to the PMBOK Guide Third Edition, PMI 2006
Other Characteristics
Determined by gov’t agenda Approved/budgeted in advance Project interdependencies Governance/management flows
hierarchically from political agenda items to execution
Stakeholders at each level represent and draw authority from upper level
Source: Government Extension to the PMBOK Guide Third Edition, PMI 2006
Key Terms
PROJECT SPONSOR KEY STAKEHOLDERS
PROJECT DELIVERABLE
Project Definitions
“A temporary endeavor undertaken to create a
unique product or service” (PMI).
Projects are conducted by people, have resource constraints, and when
managed with a project management process,
have a higher probability of success.
Sponsor
THE PERSON/S WHO EMPOWER THE USE OF ORGANIZATIONAL RESOURCES
TO CONDUCT THE PROJECT.
THE SPONSOR DEFINES PROJECT SUCCESS!
Key Stakeholders
People who have a vested interest in the project. The project may have a positive or negative impact on them.
It is important to identify these people and continuallycommunicate with them.
Project Deliverable
The product or service, defined by the sponsor, delivered on-time, within budget.
No more, no less – plan for the objective.
Professional project managers strive to deliver the defined quality on time and within budget.
DEFINE A NEW PROJECT OR A NEW PHASE OF AN EXIST ING PROJECT BY OBTAINING AUTHORIZATION TO START THE PROJECT OR PHASE
Initiate
https://www.pmwares.com/blog/balancing-triple-constraints-triangle/Source:
Sponsor Interview
Define success on this project.
What are the constraints
(quality, time, money, etc.)?
What assumptions
or risks should we know about?
Who else should I
speak to?
Define Project Scope
The scope statement provides a documented basis for making future project decisions
Contains a project description and the intended output
Defines expectations for quality, cost, and delivery
Project purpose or justificationMeasurable project objectives and related
success criteriaHigh-level requirementsHigh-level project description, boundaries,
and key deliverablesOverall project riskSummary milestone schedulePre-approved financial resources
Covey, 1991.
Develop the Scope Statement
Key stakeholder listProject approval requirements (i.e., what
constitutes project success, and who signs off on the project)
Project exit criteria (i.e., what are the conditions to be met in order to close or cancel the project or phase)
Assigned project manager, responsibility, and authority level
Name and authority of the sponsor or other person(s) authorizing the project charter
Covey, 1991.
Scope Statement (cont’d)
NOW you have a project
TIME TO TURN THE CHARTER INTO A PROPOSAL
ESTABLISH THE SCOPE,
REFINE OBJECTIVES
& DEFINE COURSE OF ACTION TO
ACHIEVE PROJECT
OBJECTIVES
Planning
Creating your PLAN
Project Deliverables Assumptions
Project Costs (initial and ongoing) Schedule
Resources/Participants Risks
PM Tools
Expert Judgement Data Gathering
Interpersonal/Team Skills Software
Prep and Follow-Thru: PM 101
Risk Management Plan
Change Management Plan
Communications Plan
Communications Plan
Recipient Frequency
Method (meeting,
email, etc.)
Type (status,
issue, risk)
Risk Management Plan
Risk Description Owner Likelihood, Severity, Priority
Action
Procurement
RF?
Piggyback
State Procurement Vehicles
Contract Management
Budgeting
FISCAL YEAR THRESHOLDS APPROVAL PROCESS
Schedules, Timelines, Milestones
Red tape = buffer
Public sector processes
Scheduling only 80% staff time?
Change Management
Critical to develop
Vital to get buy-in
Imperative sponsor
supports it!
Change Management Plan
Type of change
Threshold
Requestor
Approver
Status
CHANGE EVENT
Critical to establish evaluation process
Who owns the change?
How will it impact the project?• Cost• Schedule• Quality (Scope)
Who will pay for the costs?
Who must approve changes?
Organizational Change Management
How to affect change with ‘long-standing traditions’
Baby steps; slow introduction
Training
Partner with end-users
TRACK, REVIEW, REGULATE PROGRESS AND PERFORMANCE; IDENTIFY AREAS NEEDING CHANGES TO THE PLAN AND ADDRESS ACCORDINGLY
Execute
Implementation Phase
Managing
Resources
Communication
Change
Controlling
Measuring and Monitoring
Quality
Tracking Progress
Schedule
Costs
Resources
Workgroup Meeting(s)
Milestones
Priorities
Obstacles
Brainstorming
Action Items
Strategic Meeting(s)
Milestones
Issues Resolved
Escalations
Committee Concerns
Next Steps
Other tools
ISSUE LOG KEY DECISIONS LOG
KT PLAN COST TRACKING
STATUS REPORT
ROLES & RESPONSIBILITIES
TRAINING PLAN
CONDUCT LESSONS LEARNED, TRANSFER TO OPERATIONS, FORMALLY CLOSE OUT ALL ASPECTS OF THE PROJECT
Close
To Production and…..Cut!
MOVE TO OPERATIONS CELEBRATING PROJECT CLOSURE
HOW TO LEARN FROM GOOD, BAD, UGLY
"The beauty of basketball is that it takes time for people to grow together. You can't just throw
pieces together like an all-star team and expect it to work. You need continuity and leadership to
become great."
- Steve Kerr
Q&A
NCHRA
2020