Project planning Randy Smith ASM Program Learning Objectives
Project planning Randy Smith ASM Program
Learning Objectives Upon completion of this presentation you will be able to: Identify the five stages of team-based project planning Prepare an effective project overview related to your patrol exhibits Understand the importance of selecting an appropriate approach or method Avoid the “activity trap” Develop a work breakdown structure Implement and track a project plan 2
5 6 Stages of Team-Based Project Planning 1. 2. 3. 4. 5. 6. Enthusiasm Disillusionment Panic Search for the guilty Punishment of the Innocent Praise and honors for the nonparticipant 3
5 Stages of Team-Based Project Planning 1. Project Overview. 2. Work Breakdown Structure 3. Activity Assignments. 4. Putting the Plan into Action 5. Project Close 4
STAGE ONE PROJECT OVERVIEW
Project Overview Identifies the problem or opportunity States the scope of the project Establishes project goals Lists important objectives Explains how success is measured Determines the approach or methods Identifies the assumption and risks 6
Project Goals and Objectives S – Specific: M – Measurable: A – Attainable: R – Relevant: T – Time-based: 8
Measure of Success Goals and objectives should be measured to help determine success. Examples of measurable criteria: # of participants Change in behavior Change in frequency of a given activity 9
Approach or Method Focus on project goals and high-level objectives. Challenge assumptions regarding previously employed approaches and methods. Explore out-of-the-box solutions. Do not hesitate to invent new methods when appropriate. 10
Tools of the Trade Let’s go to the video 11
Tools of the Trade N 5=347=11=1 12
Approach or Method Case Study Goal: Put a man on the moon What approaches did the team consider? What assumptions were challenged to arrive at the final selection? What was necessary for the novel approach to be seriously considered? 13
Assumptions and Risks Assessment 1. What resources are required to realistically complete this objective? 2. What risks are associated with obtaining these resources in a timely manner? 3. What problems or delays are likely to occur in completing this objective? 4. What effect will delays have on the overall project plan and schedule? 14
Checklist What is the value of the project overview? It can determine the problems before starting so they can be worked. It can be used to “sell” the project to the powers that be. It gives an idea of how feasible the project is. It helps ensure success by eliminating “activity traps” and “scope creep”. It is the basis for more detailed plans. 15
STAGE TWO WORK BREAKDOWN STRUCTURE
Work Breakdown Structure Network of High-Level Objectives Project Goals High-Level Objective 1 High-Level Objective 2 High-Level Objective 3 High-Level Objective 4 Activity 1 Activity 2 Activity 3 Activity 4 17
Work Breakdown Structure Activities should pass the “SMART” test. Each activity must have a definite start and stop time. Activities may be linked. Time and cost should be easy to define. Each activity should be assigned to someone. Each activity must be easily accomplished by one team member if not decompose the activity into smaller pieces. 18
What do we need to do to deliver Leader Specific Training? 19
Steps to deliver L. S. T. Set the Fee Reserve The Training room Recruit STaff Make A Flyer Get a GOOD AV person Train Staff Get copies Of syllabus Put date On the Calendar Pick the date Get the New lea ders list opy c o t o h P ts Handou Buy Food Have a meeting Determine Expenses ID Time-place Draft Larry As CD Mail flyers 20
Project Schedule and Critical Path Draw the network diagram from the linkages. 1. Determine what activities can start now. 2. Determine what activities need other activities to complete before starting. 3. Assign a time to complete to each activity. 4. The critical path is the longest path. 5. Watch the activities on the critical path; if they are late the project will be late. 21
Sample Project Schedule & Critical Path Identify place Determine Fee Promote Training Identify time/date Recruit CD and Staff Training Acquire audiovisual support Determine who teaches what Run Course Post Course Staff Meeting 22
Work Breakdown Structure Case Study See how the small team: Tackles the problem of the weight of the windows on the lunar module Sells their ideas to others Challenges assumptions Thinks out of the box to generate new ideas Helps people “see” their ideas NE-II-177 23 *
NE-II-177 24
Work Breakdown Structure Case Study Review What were the solutions to weight problems that the team encountered? What are the lessons for us? We must challenge assumptions. We must think outside the box. 25
STAGE THREE ACTIVITY ASSIGNMENTS
Activity Assignments What is important for us to remember when assignments are made? Each member must understand his or her assignment. The leader must be sure that everyone understands the purpose of the project, the details of each assigned activity, the availability of resources, and the project’s duration. Team members’ skills and resources must be matched to activities. Goals to be accomplished and regular reporting times must be established so that the team leader is informed as to the project’s progress. 27
Activity Assignments When making assignments to team members it is important to consider: Each team member must have a clear understanding of the purpose of the project. Each member must understand exactly what his or her assignment is, the details of each assigned activity, and the availability of resources (including how much time the activity is expected to take). To match of each team member’s skills, talents and resources to the activities. 28
STAGE FOUR PUTTING THE PLAN INTO ACTION
Let the Project Begin! Once the project starts the team leader must: Provide leadership to the team. Provide information about resources or further clarify the assignments or project. Support and encourage. Make decisions or solve problems. Focus on the activities on the critical path. Don’t forget to celebrate success!!! 30
Let the Project Begin! Trust is one of the most important characteristics of a high-performance team. The team leader should monitor the performance and the results. Team members should have the freedom to work within their own boundaries. Micromanaging or monitoring the work method implies that the team member is not trusted. 31
STAGE FIVE: PROJECT CLOSEOUT
Project Closeout When the project is complete there are still two important things to do. Remember, celebration is an important part of a high-performance team. Produce a postmortem report. 33
Postmortem Report This evaluation should be written and include an analysis of several things. Were the goals and objectives met? Was the project completed on time? How might we make things run better the next time? (update templates and processes) This written report will enable you or your successor to remember what happened and how to avoid some of the pitfalls you may have encountered. 34
Summary What are the 5 stages of project planning for a team? 1. 2. 3. 4. 5. Project Overview Work Breakdown Structure Activity Assignments Putting the Plan into Action Project Closeout 35
Learning Objectives Review Can YOU? Identify the five stages of team-based project planning Prepare an effective project overview related to your patrol exhibits Understand the importance of selecting an appropriate approach or method Avoid the “activity trap” Develop a work breakdown structure Implement and track a project plan 36
Thank You! 37
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