Skip the Project Charter Look for a NEW

Skip the Project Charter? Look for a NEW job Russell Martin & Associates (317) 475 -9311 @nolecture info@russellmartin. com www. russellmartin. com © Russell Martin & Associates, www. russellmartin. com

Emotion-Based Survey Items 1. Describe the problems experienced on the project by entering on this line the emotion you felt: _____. Rank the intensity of that emotion (1 = low, 10 = high): _____. 2. What factors contributed to your feelings about the problems? 3. Describe the successes experienced on the project by entering on this line the emotion you felt: _____. Rank the intensity of that emotion (1 = low, 10 = high): _____. 4. What factors contributed to your feelings about the successes? 2 © Russell Martin & Associates, www. russellmartin. com

The Enthusiasm Lifecycle of a Project The Gartner Group and Bob Lewis, Bare Bones Project Management 3 © Russell Martin & Associates, www. russellmartin. com

Content • What is Project Management? • Define the WHY • Plan the HOW • Manage and ADAPT • Review and LEARN 4 © Russell Martin & Associates, www. russellmartin. com

5 © Russell Martin & Associates, www. russellmartin. com

Course Objectives • Define the roles of the Project Manager, the Project Sponsor and all key roles in a project • Document the Business Objective • Create a Scope Diagram • Document Project Objectives • Document the Risks and Constraints • Seek first to Collaborate • Strategize Change and Communication Management • Build a Project Charter 6 © Russell Martin & Associates, www. russellmartin. com

What is Project Management? • Clearing the Head Trash • What is Project Management? • Project Roles • Dare to Properly Manage Resources 7 © Russell Martin & Associates, www. russellmartin. com

Projects Are Flash Mobs 8 © Russell Martin & Associates, www. russellmartin. com

Clearing the Head Trash List up to 10 things on your to-do list (that you aren’t doing right now): 9 © Russell Martin & Associates, www. russellmartin. com

What is a project? Consider the following: 1. If you CANNOT finish it in less then four hours uninterrupted. . . 2. If you need anyone else’s help… 3. If it has been on your to-do list for more then one month… 4. If you are unsure how to measure DONE… 10 © Russell Martin & Associates, www. russellmartin. com

The Secret Decoder Ring 11 TERM DEFINITION TASK (sometimes called ACTIVITY) A unit of work, has a beginning and end PROJECT A collection of tasks, has a beginning and end PROCESS A collection of tasks that repeat over and over (never end) with a dedicated staff © Russell Martin & Associates, www. russellmartin. com

The (not so) Secret Society 12 TERM DEFINITION www. pmi. org Website for the Project Management Institute PMBOK Best practices for project management PMP, Ca. PM, … Professional Project Management, certification program PDUs Earned to get/keep a PMP certification © Russell Martin & Associates, www. russellmartin. com

What is a Project Manager? Project Manager Project Team Members STEWARD Plans, Organizes and Perform project activities and produce project deliverables Manages the Project 13 © Russell Martin & Associates, www. russellmartin. com

What is a Project Sponsor? • Represents the best interest of the organization that is funding the project • Provides resources • Makes critical business choices (governance) 14 © Russell Martin & Associates, www. russellmartin. com

You Try It Project Sponsor • • • 15 Project Manager Provides status reports to stakeholders ____ Assigns tasks to people ____ Determines the business objectives ____ Determines the project objectives ____ Recommends what to do when money, time or quality are threatened Decides what to do when money, ____ time or quality are threatened ____ ____ © Russell Martin & Associates, www. russellmartin. com

Gordon Mc. Kenzie Who’s In, Who’s Out The Sponsor Experts (SMEs) Finance The Project Manager the project Functional Leaders 16 The Dedicated Project Team © Russell Martin & Associates, www. russellmartin. com Customers

When Does a Project End? When the product / deliverable is built? When the pilot has been held and changes made? When everyone is using it? When no one asks for any changes? 17 © Russell Martin & Associates, www. russellmartin. com

Dare to Properly Manage Resources! Steps to Great Projects START Define Plan initiate 1. Set business objectives 2. Establish project scope 3. Set project objectives 4. Mitigate risks 5. Establish constraints 6. Plan communications plan Manage monitor 1. Determine milestones 1. Control work 1. in progress 2. 2. Schedule task 2. Provide dependencies status and 3. feedback 3. Adjust for resource 3. Leverage 4. dependencies governance 4. Create budget 4. Resolve conflict 7. Establish governance plan 18 © Russell Martin & Associates, www. russellmartin. com Review close END Close the project Turn over deliverables Hold project review Celebrate accomplishments

Lessons Learned What are three things you have learned in this lesson? 1. 2. 3. 19 © Russell Martin & Associates, www. russellmartin. com

Define • Set Business Objectives • Establish Project Scope • Set Project Objectives • Mitigate Risks • Establish Constraints • Establish Governance • Plan Communications, Governance and Transition 20 © Russell Martin & Associates, www. russellmartin. com

Dare to Properly Manage Resources! Steps to Great Projects START Define Plan initiate 1. Set business objectives 2. Establish project scope 3. Set project objectives 4. Mitigate risks 5. Establish constraints 6. Plan communications plan Manage monitor 1. Determine milestones 1. Control work 1. in progress 2. 2. Schedule task 2. Provide dependencies status and 3. feedback 3. Adjust for resource 3. Leverage 4. dependencies governance 4. Create budget 4. Resolve conflict 7. Establish governance plan 21 © Russell Martin & Associates, www. russellmartin. com Review close END Close the project Turn over deliverables Hold project review Celebrate accomplishments

Develop Business Objectives: The Greek Goddess of Business The project will… by… IRACIS Increase Revenue Avoid Cost Improve Service Also… • Reaction to government regulation • Reaction to competitive pressures 22 © Russell Martin & Associates, www. russellmartin. com

Who are my Stakeholders? STAKEHOLDER: to the project 23 A person, role, organization, company or system who PROVIDES SOMETHING to the project or RECEIVES SOMETHING from the project © Russell Martin & Associates, www. russellmartin. com from the project

Define the Scope Diagram Governance Charities Sponsor: CEO Budget Volunteers Food Status Volunteer Day Project Budg et Need Schedule Training Available Budget Communication Plan Corporate Communications Catering Employees 24 © Russell Martin & Associates, www. russellmartin. com

Define the Scope Diagram Charities Governance Needs Sponsor: CEO Budget Volunteers Food Status Volunteer Day Project Budg et Need Schedule Training Available Budget Communication Plan Corporate Communications Catering Employees 25 © Russell Martin & Associates, www. russellmartin. com

Establish Scope: Fine Tuning Charities Governance Needs Sponsor: CEO Budget Volunteers Food Status Volunteer Day Project Communication Plan Budg et Need dge t Corporate Communications us Gove rnan c Employees 26 Bu at St Schedule Catering Training Available Budget e Sponsor: CEO © Russell Martin & Associates, www. russellmartin. com

Establish Scope: No Secrets Charities Governance Needs Sponsor: CEO Budget Volunteers Food Status Volunteer Day Project Budg et Need Schedule Training Available Budget Communication Plan Corporate Communications Catering Employees 27 © Russell Martin & Associates, www. russellmartin. com

Develop Project Objectives Criteria that will be: • • • Concrete and specific Measurable Achievable and realistic Time-bound Refers to project deliverables System Objectives 28 Product/Service Objectives How will DONE be measured? Cost / Revenue Related Objectives © Russell Martin & Associates, www. russellmartin. com Learning / Performance Related Objectives

Risks and Constraints Risk - something that would negatively impact the business that MIGHT happen Examples: Sponsor changes, budget cut What do you do? �PREVENT �REACT Constraint - a challenge that WILL happen Examples: fixed budget, fixed date, limited resources What do you do? Accept it, work within the limits 29 © Russell Martin & Associates, www. russellmartin. com

Document Risks Risk = Management Overall Project Risk Average: Size - How “big” is this project or how long will it take relative to others you have done? Rated 1(small) - 10(large) Structure - How stable are the requirements? Rated 1(fixed) - 10(undefined) Technology - How understood is the technology and procedures? Rated 1(old) - 10(new) 30 © Russell Martin & Associates, www. russellmartin. com

So What? 1 – 3 Wing this project 4 – 6 Do a quick project charter, high level project plan 7 – 8 Block regular project management time 9 – 10 Block frequent time, clear your schedule and plan NOW to cut the scope > 5 Mitigate the Risk 31 © Russell Martin & Associates, www. russellmartin. com

Document Risks Risk Mitigation: Detailed 32 RISK FACTOR LIKELIHOOD IMPACT PREVENT BY REACT BY There are not enough volunteers Medium High Increased communication ahead of time Ask volunteers to ask friends Type of charity work is not realistic for our volunteers Medium High Visit charity early to clarify scope of work Negotiate scope of work © Russell Martin & Associates, www. russellmartin. com

Document Constraints The Online Learning Conference project CONSTRAINTS are the restrictions on your project that will occur. Can’t change TIME COST Can’t change much X Published day, can’t be moved X Not an unlimited budget X Could do a smaller event QUALITY/ SCOPE 33 Negotiate © Russell Martin & Associates, www. russellmartin. com

Establish Communications Plan Charities Governance Needs Sponsor: CEO Budget Volunteers Food Status Volunteer Day Project • Budg Need Schedule Training Catering Available Budget Communication Plan • • et Corporate Communication Who will you communicate with? Who will receive regular status updates? What change message do you want to provide proactively? Employees 34 © Russell Martin & Associates, www. russellmartin. com

Establish Governance Plan • • Who determines DONE? Who can change time, budget, scope or quality? Why is it SO HARD to end a project? Why do people keep changing things even when they wouldn’t go to the initial meetings? 35 No one told them they couldn’t. © Russell Martin & Associates, www. russellmartin. com

Establish Transition Plan Charities Governance Needs Sponsor: CEO Budget Volunteers Food Status Volunteer Day Project Budg Need Schedule Training Catering Available Budget Communication Plan et Corporate Communication The Definition of DONE drives Scope: • Who will you pass the final project to for maintenance? • How will ‘END’ be measured? • Does your Scope Diagram model tell this story? Employees 36 © Russell Martin & Associates, www. russellmartin. com

It’s a DRAFT As the project progresses and new data emerges through collaboration then we will change the plan … • Changes to the plan are never “failures”, just emerging realities. Predicting the future is not possible. • Those who created the plan did not fail when things change - they created what they could with what they knew. Bad News Early is Good News. • The context aligns ‘tacking’ to the appropriate solution. Project Charter Time to create: < 45 minutes 37 © Russell Martin & Associates, www. russellmartin. com

Lessons Learned What are three things you have learned in this lesson? 1. 2. 3. 38 © Russell Martin & Associates, www. russellmartin. com

Seek First to Collaborate • • 39% of surveyed employees believe that people in their own organization don’t collaborate enough. About 75% of employers rate team work and collaboration as “very important”, yet only 18% of employees get communication evaluations at their performance reviews. 86% of employees and executives site lack of collaboration or ineffective communication for workplace failures. Less than half of survey respondents said that their organizations discuss issues truthfully and effectively. http: //blog. clearcompany. com/7 workplace-collaboration-statisticsthat-will-have-you-knocking-down -cubicles 39 © Russell Martin & Associates, www. russellmartin. com

Dare to Properly Manage Resources! Steps to Great Projects START Define Plan initiate 1. Set business objectives 2. Establish project scope 3. Set project objectives 4. Mitigate risks 5. Establish constraints 6. Plan communications plan Manage monitor 1. Determine milestones 1. Control work 1. in progress 2. 2. Schedule task 2. Provide dependencies status and 3. feedback 3. Adjust for resource 3. Leverage 4. dependencies governance 4. Create budget 4. Resolve conflict 7. Establish governance plan 40 © Russell Martin & Associates, www. russellmartin. com Review close END Close the project Turn over deliverables Hold project review Celebrate accomplishments

Simple Status Reports 41 Task Project Manager Task Owner Due Comments Finalize charity Tai Lou 3/25/16 Email results Review with Sponsor Tai Lou 4/1/16 Needs approvals Establish messaging needed Tai Jo 4/8/16 Contact United Way Tai Maria 4/15/16 Invite employees Tai Maria 4/8/16 Finalize Caterer Tai Brittney 4/12/16 Complete Already done by charity © Russell Martin & Associates, www. russellmartin. com

The Higher the Risk… 42 © Russell Martin & Associates, www. russellmartin. com

The Five Deadly Sins of Project Management 43 1. Seek first to blame. 2. I’m busy, I must be making progress. 3. We can do that. 4. That will just take a minute. 5. All projects are the same. © Russell Martin & Associates, www. russellmartin. com

The Five Heavenly Atonements of PM 1. Seek first to collaborate. 2. I’m busy on the things that are creating ROI. 3. We can do that for a price. 4. That will just take a bit for me to figure out the impact. 5. 44 I’ll get back to you tomorrow. All projects are the unique. © Russell Martin & Associates, www. russellmartin. com

45 © Russell Martin & Associates, www. russellmartin. com

46 © Russell Martin & Associates, www. russellmartin. com

Next Steps… • Create your Project Plan (1 Task, 1 Date, 1 Name). Use your Project Scope Diagram to audit the tasks • Continue to communicate (status reports) • Engage the Transition resource early • Share the Project Charter with others (tell them about us please) Need more help for yourself or others? • Check out our TMN Learning Online PM program in the fall 11/1 • Check out our ATD Project Management Certificate programs (online and Face to Face) https: //www. td. org/Education/Programs/Project-Management-for-Learning. Professionals-Certificate • Check out Lou Russell’s recorded and future webinars in TMN (Halloween PARTY!!) • Bring us in! INFO@RUSSELLMARTIN. COM 47 © Russell Martin & Associates, www. russellmartin. com