RevenueRevenue-Based-Based Project Management Project Management

Course ObjectivesCourse Objectives

Six Step Methodology – Standard Common SenseSix Step Methodology – Standard Common Sense

Common language / Common cultureCommon language / Common culture

Key questions and answersKey questions and answers

Balance Demands and ResourcesBalance Demands and Resources

• Time, Budget, Cost, Quality, …Time, Budget, Cost, Quality, …

Learning by doing, by mistakes, … Learning by doing, by mistakes, …

• Looser, thinker, makerLooser, thinker, maker

Team Formation / IntroductionTeam Formation / Introduction

Team developmentTeam development

• performing, norming, storming, formingperforming, norming, storming, forming

IntroductionIntroduction

• NameName

• Job (to study)Job (to study)

• Issues / Problems by doing the JobIssues / Problems by doing the Job

• Business / Personal Objectives and GoalsBusiness / Personal Objectives and Goals

Team IntroductionTeam Introduction

Self introduction to the Team membersSelf introduction to the Team members

Project Team NameProject Team Name

Project Team LogoProject Team Logo

Project Team Budget / Cost / Quality wayProject Team Budget / Cost / Quality way

Vision and Mission StatementVision and Mission Statement

Project Leader / SpokespersonProject Leader / Spokesperson

Project Leadership / ManagementProject Leadership / Management

List 6 characteristics of a high performing List 6 characteristics of a high performing project teamproject team

List 6 characteristics of a low performing List 6 characteristics of a low performing project teamproject team

List 6 characteristics of the best project List 6 characteristics of the best project leaderleader

List 6 characteristics of the worst project List 6 characteristics of the worst project leaderleader

Project Leadership / ManagementProject Leadership / Management

List 6 characteristics of Customers the List 6 characteristics of Customers the project leader should anticipateproject leader should anticipate

List 6 actions the project leader should List 6 actions the project leader should take before assembling a teamtake before assembling a team

List 6 ongoing duties of the project leaderList 6 ongoing duties of the project leader

List 6 characteristics of an effective project List 6 characteristics of an effective project leaderleader

Project Leadership / ManagementProject Leadership / Management

Characteristics of effective Project LeadersCharacteristics of effective Project Leaders

• Ensure goals are understoodEnsure goals are understood

• Manages meetingsManages meetings

• Provides a common focus and languageProvides a common focus and language

• Create structure in ambiguous situationsCreate structure in ambiguous situations

• Gives performance feedbackGives performance feedback

• Coaches and encourages growthCoaches and encourages growth

• Instills trustInstills trust

• Lives the exampleLives the example

Create synergy throughCreate synergy through

Rational and functional problem solvingRational and functional problem solving

• Define the ProblemDefine the Problem

• Determine the Root CauseDetermine the Root Cause

• Identify Solutions (at least 3)Identify Solutions (at least 3)

• Select the best solution (not the first)Select the best solution (not the first)

• Implement / RealizeImplement / Realize

• Follow up / ControllingFollow up / Controlling

Create synergy throughCreate synergy through

Human resource management and leadershipHuman resource management and leadership

• Open communicationsOpen communications

• Open and constructive voicingOpen and constructive voicing

• Clear goals and objectivesClear goals and objectives

• Performance feedbackPerformance feedback

• Recognition for contribution (different forms)Recognition for contribution (different forms)

• Encouragement for growth / thinking out of the boxEncouragement for growth / thinking out of the box

Create synergy throughCreate synergy through

Leading and managing through your heart Leading and managing through your heart and headand head

• Aligning project needs and individuals goalsAligning project needs and individuals goals

• Applying facts not just emotionsApplying facts not just emotions

• Demonstrate you care abut the work and the peopleDemonstrate you care abut the work and the people

• Demonstrate leadership through opennessDemonstrate leadership through openness

• Demonstrate leadership through roughnessDemonstrate leadership through roughness

• Demonstrate leadership through kindnessDemonstrate leadership through kindness

• Demonstrate leadership through lovingDemonstrate leadership through loving

Creating a common languageCreating a common language

ActivityActivity A basic measurable unit of work in a project that has A basic measurable unit of work in a project that has an expected duration, resource, cost and quality an expected duration, resource, cost and quality

requirement.requirement.

TaskTask An action step or subset of an activityAn action step or subset of an activity

DurationDuration Elapsed time required to complete an task and/or activity

Labor hoursLabor hours The amount of human effort required to perform an activity.

SuccessorSuccessor An activity that is dependent on receiving inputs from a previous linked activity known as the

predecessor

PredecessorPredecessor An activity that mustbe completed before another activity can start or finish.

Creating a common languageCreating a common language

Critical ActivityCritical Activity An activity with no slackAn activity with no slack

Critical PathCritical Path A series of dependent activities with no slack.A series of dependent activities with no slack.

MilestoneMilestone End date of a key activity or agreed upon review date.End date of a key activity or agreed upon review date.

Network DiagramNetwork Diagram Project logic chart, showing dependency relationships.Project logic chart, showing dependency relationships.

Early/late StartEarly/late Start Earliest/latest possible start date.

Early/late FinishEarly/late FinishEarliest/latest possible end date.

Planned start/finishPlanned start/finish DaDate plan calls for activity to start or finish.

Creating a common languageCreating a common language

Actual start/finishActual start/finish DaDate activity actually started or finished.

Slack / floatSlack / float Amount activity can slip without changing latest end dateAmount activity can slip without changing latest end date.

LagLag Time between the end of one activity and beginning of Time between the end of one activity and beginning of another.another.

Timeline chartTimeline chart A calendarized bar chart showing each activity and its A calendarized bar chart showing each activity and its start/finish dates.start/finish dates.

Work Breakdown StructureWork Breakdown Structure An easy-to-read chart that shows the decomposition of a big project into its component parts and then into activities.

Statement of WorkStatement of Work A brief description of an activity that defines its outcome A brief description of an activity that defines its outcome and and should include the estimated cost and time to should include the estimated cost and time to perform the perform the given activity.given activity.

Project Life CycleProject Life Cycle

0

1

2

3

4

5

6

7

0 2 4 6 8 10 12

Time

Eff

ort

Project Management TriangelProject Management Triangel

Project-Planning

Timehow long?

Costhow munch?

Qualityhow well?

Six Step Project MethodologySix Step Project Methodology

Analyze (SWOT)Analyze (SWOT)

Organize (Planning)Organize (Planning)

Resource (Organization)Resource (Organization)

Implement (Realize)Implement (Realize)

Follow up (Control)Follow up (Control)

Close out (Finish)Close out (Finish)

Six Step Project Methodology - AnalyzeSix Step Project Methodology - Analyze

CustomerCustomer

Business / Service ReasonsBusiness / Service Reasons

End product or serviceEnd product or service

Key deliverables / Key answersKey deliverables / Key answers

Close out DateClose out Date

Budget / Cost / RevenueBudget / Cost / Revenue

SWOT SWOT

Six Step Project Methodology - AnalyzeSix Step Project Methodology - Analyze

Who are we doing this for?Who are we doing this for?

Why we are doing this?Why we are doing this?

What must we deliver?What must we deliver?

Is there additional information available?Is there additional information available?

When is it due? How firm is this date?When is it due? How firm is this date?

What are the capital resource requirements?What are the capital resource requirements?

What authority do I have? Want?What authority do I have? Want?

What is the anticipated ROI?What is the anticipated ROI?

What is the anticipated amortization time?What is the anticipated amortization time?

Six Step Project Methodology - OrganizeSix Step Project Methodology - Organize

PlanningPlanning

StrategiesStrategies

Basis plan Basis plan

Network Plan / Diagram (NP)Network Plan / Diagram (NP)

Time scheduleTime schedule

Timeline chart / Gantt chartTimeline chart / Gantt chart

Six Step Project Methodology – OrganizeSix Step Project Methodology – Organize

Determining what has to be done to get to the goal / Determining what has to be done to get to the goal / objectives.objectives.

Work out breakdown structure.Work out breakdown structure.

List all the activities and tasks required to complete List all the activities and tasks required to complete the projectthe project

BrainstormingBrainstorming

Determine order to perform activities and tasks – Determine order to perform activities and tasks – critical path – determine dependenciescritical path – determine dependencies

Create a Network Plan / Diagram (Net)Create a Network Plan / Diagram (Net)

Estimate duration / budget / cost / timeEstimate duration / budget / cost / time

Six Step Project Methodology – OrganizeSix Step Project Methodology – Organize

Timing / SchedulingTiming / Scheduling

Activity / task deliverables Activity / task deliverables

The start and end dateThe start and end date

The task durationThe task duration

Key dates within the activity / task Key dates within the activity / task

MilestonesMilestones

List the actions / steps / work to complete the List the actions / steps / work to complete the activity or taskactivity or task

Six Step Project Methodology – OrganizeSix Step Project Methodology – Organize

Timeline Chart / Gantt Chart / Milestone ChartTimeline Chart / Gantt Chart / Milestone Chart

List by pathList by path

Start with critical pathStart with critical path

Followed by any non critical path, show early Followed by any non critical path, show early and late starts and endsand late starts and ends

List a activity or task only once (When activity or List a activity or task only once (When activity or task is only one time necessary?)task is only one time necessary?)

Show skills / know how by activity or taskShow skills / know how by activity or task

Identify by name or team responsible person by Identify by name or team responsible person by activity or taskactivity or task

Six Step Project Methodology - ResourceSix Step Project Methodology - Resource

Organization / people / human capitalOrganization / people / human capital

EquipmentEquipment

LocationLocation

MaterialsMaterials

InfrastructureInfrastructure

etc.etc.

Six Step Project Methodology – ResourcesSix Step Project Methodology – Resources

Staffing / human capitalStaffing / human capital

Which tasks will I do? (Organize)Which tasks will I do? (Organize)

What other skills are needed to support this What other skills are needed to support this project?project?

How will I involve others to ensure buy in and How will I involve others to ensure buy in and support?support?

What information will I need from them?What information will I need from them?

What information will they need from me?What information will they need from me?

What kind of help / tools / … need they?What kind of help / tools / … need they?

How will the team improve with the duration of How will the team improve with the duration of the project?the project?

Six Step Project Methodology – ResourcesSix Step Project Methodology – Resources

Responsibility MatrixResponsibility Matrix

Who?Who? Task?Task?Dates?Dates?

Start / EndStart / EndResponsibilityResponsibility Planned Planned

TimeTimeUsed Used TimeTime

Six Step Project Methodology – ResourcesSix Step Project Methodology – Resources

Equipment and MaterialsEquipment and Materials

What equipment and materials will be requiered?What equipment and materials will be requiered?

What are the lead / delivery times associated What are the lead / delivery times associated with theses requirements?with theses requirements?

Does the lead / delivery time impact the time Does the lead / delivery time impact the time planning / scheduling?planning / scheduling?

Who is the best supplier?Who is the best supplier?

Can activity or task be out sourced? Time?Can activity or task be out sourced? Time?

Six Step Project Methodology - ImplementSix Step Project Methodology - Implement

Realize strategiesRealize strategies

Performance measurementsPerformance measurements

Human capital / ResourcesHuman capital / Resources

Material / Equipment ResourcesMaterial / Equipment Resources

Threat / Risk managementThreat / Risk management

CommunicationsCommunications

One way / DialogueOne way / Dialogue

Six Step Project Methodology – ImplementSix Step Project Methodology – Implement

Performance management questionsPerformance management questions

What obstacles are likely to occur? What obstacles are likely to occur?

Where do they occur?Where do they occur?

How can obstacles be eliminated, avoided or How can obstacles be eliminated, avoided or managed?managed?

How will be Quality measured?How will be Quality measured?

Who and how will activity and task completion be Who and how will activity and task completion be reported?reported?

How will be activity / task / project progress How will be activity / task / project progress monitored?monitored?

Six Step Project Methodology – ImplementSix Step Project Methodology – Implement

Communication / DialogueCommunication / Dialogue

Who needs to be kept informed?Who needs to be kept informed?

How often?How often?

By what means?By what means?

All of the information?All of the information?

How often should the team meet / come together?How often should the team meet / come together?

Electronical meetings?Electronical meetings?

Who develops the agenda?Who develops the agenda?

Six Step Project Methodology – Follow upSix Step Project Methodology – Follow up

ControllingControlling

Begins at the first stepBegins at the first step

Quality measurementsQuality measurements

Cost measurementsCost measurements

Motivation (Motive in action)Motivation (Motive in action)

etc.etc.

Six Step Project Methodology – Follow upSix Step Project Methodology – Follow up

Management status reportManagement status report

Current projected end dateCurrent projected end date

% project complete% project complete

% budget spent% budget spent

Overtime hours to dateOvertime hours to date

Activity / Tasks completedActivity / Tasks completed

Focus for nect activity / tasks / periodFocus for nect activity / tasks / period

Six Step Project Methodology – Close outSix Step Project Methodology – Close out

FinishingFinishing

Close out first when work is complete doneClose out first when work is complete done

Delivery of end product(s) or service(s)Delivery of end product(s) or service(s)

Recognition of contributionsRecognition of contributions

motivatemotivate

Documentation close outDocumentation close out

Lesson learned / TurnoverLesson learned / Turnover

InfluenceInfluence

The ability to impact the action or behavior of others The ability to impact the action or behavior of others ask yourself following questions:ask yourself following questions:

What do you know about them?What do you know about them?

What do they know about you?What do they know about you?

What do they know about your problems / issues?What do they know about your problems / issues?

Ask yourself, who can say yes, how says no?Ask yourself, who can say yes, how says no?

InfluenceInfluence

Letting others have your way approach them:Letting others have your way approach them:

Present from their point of viewPresent from their point of view

Ask for what you want Ask for what you want

Be numerical and specificBe numerical and specific

Be direct and clear in your statementsBe direct and clear in your statements

Do not play games with themDo not play games with them

Best timing from the project / their point of viewBest timing from the project / their point of view

As early as possibleAs early as possible

InfluenceInfluence

Behaviors that impact others and your self in a Behaviors that impact others and your self in a positive or negative way:positive or negative way:

AssertivenessAssertiveness

ReasoningReasoning

Information sharingInformation sharing

CollaboratingCollaborating

BargainingBargaining

FriendlinessFriendliness

What worked?What worked?

What didn’t work?What didn’t work?

Organizational terms and definitionsOrganizational terms and definitions

CustomerCustomer The one who needs the work done and often pays the bills The one who needs the work done and often pays the bills for for your project. They can be from the inside and/or outside of your project. They can be from the inside and/or outside of

your firm typically from the outside.your firm typically from the outside.

StakeholderStakeholder Other parties who will be affected by the duration, budget, Other parties who will be affected by the duration, budget, cost, impact, quality and time of your project. The cost, impact, quality and time of your project. The

stakeholders stakeholders could be the sponsor, customer, organization could be the sponsor, customer, organization team, team team, team member, …member, …

SponsorSponsor The one that funds the project from the inside.The one that funds the project from the inside.

Functional managerFunctional manager Individuals who own and control the team members Individuals who own and control the team members assigned assigned to your project and to others.to your project and to others.

Project manager / leaderProject manager / leader Individual responsible for the project.

Matrix organizationMatrix organization An organizational structure in which the project manager / An organizational structure in which the project manager / leader is responsible for the project and has the leader is responsible for the project and has the

budget rights budget rights and the functional manager own the human and the functional manager own the human resource that will resource that will have to be assigned to the project. Project have to be assigned to the project. Project members usually members usually report simultaneously to the project report simultaneously to the project and functional manager. and functional manager.

Organizational terms and definitionsOrganizational terms and definitions

Project teamProject team A group of individuals assigned working for a project A group of individuals assigned working for a project reporting reporting one project leader.one project leader.

Sub-ContractorSub-Contractor Individuals or a business that will do certain activities on your Individuals or a business that will do certain activities on your project for you or will assign contract employees to work project for you or will assign contract employees to work

temporarily for the team.temporarily for the team.

VendorVendor Usually a separate firm that provides equipment, materials or Usually a separate firm that provides equipment, materials or supplies which your firm or the project needs.supplies which your firm or the project needs.

ResourcesResources Assets that the project needs: People (human resource), Assets that the project needs: People (human resource), Equipment, Materials, Budget, Supplies, …Equipment, Materials, Budget, Supplies, …