Project Management Workshop

Introductions

Introductions

About us… The Academy for Corporate Excellence The Facilitator

About you… Introduce yourself and you relationship with project

management. What are your expectations of this workshop? How do you feel about being here?

Why we are here…

April General Managers Meeting Our Purpose

To learn about the process, tools, skills, and behaviors needed to be an effective Project Manager

What you will learn…

Day 1 Why project management is important What Project Management is The Amesbury process for Project

Management 9 Step Process 5 Gates Process Customization Project Prioritization Pitfalls

Day 2 Roles of the Project Manager

Leader/Champion Planner/Process Controller Problem Solver/Risk Manager Communicator/Listener Facilitator/Consensus Builder Financial Planner/Manager

The Skills you need Managing task and process Team development Facilitation and Meeting management Communicating and listening Confronting and resolving conflict Managing change and transition

Project Management Process Map Project Management Process Manual Project Planning Book

How you will learn…

Facilitator presentation Facilitator lead discussions Working in small groups on specific projects Performing specific tasks that relate to your project

Forming Learning Teams

Form into Learning Teams Pick one project About the team process

Pick a facilitator and recorder Ask the question Facilitator start with one person and go around the table

clockwise or counterclockwise Have each person answer the question one at a time without

interruption Recorder record response to the flipchart Review the outcomes and see if there is any further input

Task

What is the role of the successful facilitator? What is the role of the successful recorder? Report back and insights

The Case For Change

Task - The Case For Change

What is the current situation regarding project management at Amesbury?

What are the Best Possible Outcomes of successful project management at Amesbury?

What are the Worst Possible Outcomes if we fail to manage projects well?

Report back and insights

Project Management Overview

Organizational Context

LeadershipCulture

Infrastructure

PrioritizationPortfolio ManagementResource Commitment

Rigorous ProcessStandard ProcessOutcome Focus

Thorough PlanningCheckpointsTools & Tech

Project TeamTeam Structure

PM RolesTeam DevelopmentSynch and Stabilize

Strategic FocusBusiness Values

Strategic Outcomes

Introduction to Project Management

Adapted from Wikipedia.com

Definitions

What is a project? A project is a temporary endeavor undertaken to create a unique product or service.

Temporary means that the project has an end date. Unique means that the project's end result is different than the results of other functions of the

organization.

What is a program? A collection of projects that is directed toward a common goal. (e.g. The NASA space program) A broad framework of goals to be achieved, serving as a basis to define and plan specific

projects

How is a project different than operational work? Projects: temporary with a unique outcome Operational work: Ongoing on a daily basis, usually with a repetitive outcome

What is Project Management? Project management is the discipline of defining and achieving targets while optimizing the

use of resources (time, money, people, materials, energy, space,etc.) over the course of a project

The application of knowledge, skills, tools, and techniques to project activities to achieve a specific project outcome

More definitions

Milestone Marker that describes achieving an identifiable stage in a project

Activity The major pieces of work that need to get done in order to achieve a

milestone

Task Specific assignments that must be done in order to complete an

activity

Risk Exposures that may cause a project to fail or be taken off track - things

that have not happened but could

Issue Operational problems that must be resolved to complete tasks,

activities, or milestones

Conception Design ProductionMarket Release

Service

Upgrade 1

Upgrade 2

Upgrade 3

End of Product

Project AProject

BProject

CProject

DProject

E

Product Lifecycle

Project Lifecycle

Project Lifecycle vs Product Lifecycle

Product Lifecycle The entire lifecycle of a product from its conception, through design

and manufacture to service and disposal

Project Lifecycle The phases that connect the beginning of a project to the end of the

project There may be several project lifecycles within each product lifecycle

Types of Processes

Product Development Research and Development Business Process Improvement Acquisition/Valuation Business Integration Organization Design

Some Statistics

According to a survey by the Standish Group: Only 44% of all projects finish on schedule or before  On average projects are 222% longer than planned On average projects are over budget by 189% 70% fall short of planned technical content 30% are cancelled before completion

According to a survey by the Center for Business research Practices: 84.6% of surveyed companies implemented project management

methodologies 83.5% of surveyed companies implemented project management tools

and techniques 35.4% of companies implemented initiatives due to inconsistent

approaches to managing projects 23.2% implemented initiatives due to projects being late or over

budget

World Class ExamplesToyota Product Development

Integrative Social Processes Integrative Leadership

Chief Engineer as lead designer Mutual Adjustment

Mix of written communications and meetings

Long-term socialization and development Direct Supervision

Working engineers Mentoring supervisors

The functional organization, with its intensive mentoring, trains and socializes engineers in ways that foster in-depth technical knowledge and efficient communication

Stable, long-term employment

Levels of Standardization Standard Skills

Intensive mentorship Local rotation Broad rotation at higher levels

Standardized Work Processes Consistent but minimal processes Standards maintained by departments

Design Standards Voluminous checklists Living documents

Three types of standards interact and support one another to improve the speed of development while allowing flexibility and building the company’s base of knowledge

Continuous, overlapping product cycles

Customer Focus

Stability and PowerHow Toyota Integrates Product DevelopmentHarvard Business Review; July, 1998

World Class ExamplesMicrosoft Product Development

How Microsoft Makes Large Teams Work Like Small TeamsSloan Management Review - Fall, 1997

Planning Phase: Vision Statement Outline and working specifications (feature

functionality, architectural issues, and component interdependencies)

Development Schedule and Feature Team Formation

Development Phase: Feature development in 3 or 4 milestones

Stabilization Phase: Feature Complete Code Complete Alpha and Beta test, Final stabilization and ship

Key Elements of Approach Project size and scope limits Divisible product architectures (modularization by features, functions, subsystems, and objects) Divisible project architectures (feature teams and clusters, milestone subprojects) Small-team structure and management A few rigid rules to “force” coordination and synchronization Good communication within and across functions and teams Product-process flexibility to accommodate the unknown (evolving product specs, project buffer time,

evolving process)

Requirements Spec

Detailed Design (Modules)

Module Construction and DebugModule Construction and DebugModule Construction and Debug

Integration and System Test

Module Rework

Reintegration and System Test

The Process

Amesbury PM Process Map

Questions

What are the objectives? What are the deliverables? Why is this important? What are the potential pitfalls? How well do we do this now?

Scope Concept Initiation

About Step 1: Concept Initiation (page 10) Task: Complete the Concept Initiation form for your project

About GATE 1: GM and Staff Approval/Priority (Page 11) Task: Review each other’s concept and give feedback

Scope Business Case

About Step 2: Business Case (page 12) Task: New Product Justification Form OR Business

Improvement Business Case

About GATE 2: Business Case Approval (page 13) Task: Review each other’s NPJF or Business Case and give

feedback

Scope Project Planning

About Step 3: Project Planning (page 14) Task A: What are the Risks associated with your project? Task B: What are the operational issues you are likely to

encounter? Task C: Outline your CAPEX budget. What capital might

you need? Task D: Outline a project budget. What resources will you

need? Task E: Put together a Project Planning Map (page 56)

Design Design Product/Process

About Step 4: Design (Page 15) Task: What milestones, activities, and tasks will need to be

completed in this step?

About GATE 3: Design Review (page 16) Task: Review and give feedback.

Design Test and Validate

About Step 5: Test and Validate (page 17) Task: What milestones, activities, and tasks will need to be

completed in this step?

About GATE 4: Final Project Approval (page 18) Task: Review and give feedback.

Implement Preparation

About Step 6: Preparation (page 19) Task: What milestones, activities, and tasks will need to be

completed in this step?

About GATE 5: Final Implementation Review (page 20) Task: Review and give feedback.

Implement Roll-Out

About Step 7: Roll-Out (page 21) Task: What milestones, activities, and tasks will need to be

completed in this step? Task: Review and give feedback.

Integration Business

About Step 8: Business Integration (page 22) Task: Who will be the final owner of the outcomes of your

project? What is the date that it will be transitioned to this person/group? What will you do to transition ownership?

Task: Review and give feedback.

Integration Learning

About Step 9: Learning Integration (page 22 and 23)

Project Planning Book Index - Map Primary Project Management Forms

Concept Initiation New Product Justification Form Business Improvement Business Case CAPEX and Savings Calculation

Primary Project Management Tools Milestone Log Risk Log Issue Log

Recommended Tools Project Budget IT Budget Meeting Minutes Form

Dashboard

Review of Day 1

What did you learn from day one? How do you feel about what you learned? What are the major changes from how you are managing

projects today?

Link to Files

Link: http://www.academynet.org/amesbury.html User name: amesbury Password: pmdownloads

Project Prioritization

Process Customization

Common Project Management Pitfalls

Poor definition of the project Vague objectives or project definition Not identifying or sharing key assumptions

Poor planning of the project No resource planning No formal activity planning or scheduling Not recording key information Not involving all effected people in the project Not anticipating risks and uncertainties No progress monitoring or reporting

Poor people management Vague or nonexistent role and responsibilities Lack of communication No follow-up or accountability

Lack of commitment or support Team Leadership

DAY 2

Review of Day 1

What did you learn from day one? How do you feel about what you learned? What are the major changes from how you are managing

projects today?

Roles

Roles and skills…

The process is only as good as your ability to manage the people that are working within it.

What are the roles you must play? What skills must you use?

Six Roles

ROLE Leader/Champion Planner/Process Controller Problem Solver/Risk Manager Communicator/Listener Facilitator/Consensus Builder Financial Planner/Manager

FOCUS Leading the project’s Direction Staying on the Timeline Managing Risk Communicating with others Managing People Achieving Financial goals

Roles Task

Prepare your interpretation of the role(s) What are the outcomes you are trying to achieve? What are the responsibilities? What are some sample activities?

What are the pitfalls if you do not do this role well? Assess how well we (Amesbury) incorporate this role

today - what specific strategies would make us better at this?

Skills

Team Task

What do project teams look like at Amesbury today? Describe a team you have been on.

What does a successful team look like? What are the challenges Amesbury faces in developing

successful teams? What are some strategies and actions we could employ to

make project teams more effective at Amesbury?

The Task Versus Process DilemmaMaintaining a Balance

A focus on group maintenance, conflict resolution, feedback, addresses the questions of “how we are

working together as a team?”

A focus on the goal or task the team must

achieve. Represents the “work” the team was

chartered for. Addresses the question “are we accomplishing

our goal?”

Tas

k F

ocu

s

Process FocusLow High

Low

High

The Task Focused Team

Very focused on task, may not have the support of all team members and as a result may not be realizing the benefits of team collaboration. Typically leader-led teams, with meetings exclusively focused on activities.

The High Performance Team

Very focused on task, and also focused on how the team is working

to accomplish the task. Meetings focused both on task and on periodic

feedback, conflict resolution, goal clarification, etc.

The Process Focused Team

Very focused on team process, ensuring that the team members are all heard,

conflict is resolved. Team “feels good” but there is little focus on task. Meetings

are mostly process oriented.

The Pseudo Team

Call themselves a “team” but lack commitment, no collective work products and no sense of group process

Stages of Team Development

First Steps in Forming Teams

Team Member Selection Can see things from multiple

perspectives Able to examine issues critically

and creatively Thinks clearly under tight

deadlines Balance between and experienced

and new perspectives Does not have personal agenda at

the expense of the organization or project

Well respected

Setting and documenting team expectations

Meeting schedules and protocols Conflict resolution approach Role clarification within the team Level of empowerment and decision-

making authority within the team Definition of the Code of Behavior

which addresses the following key questions:

What do we expect of each other? What will we not tolerate of each

other? What can we count on each other to

bring to the team? How do we agree to keep each other

informed and up-to-date? How do we agree to hold each other

accountable?

Productive Meetings Model

Productive Meetings

Before the meeting What will this meeting achieve? Is this meeting necessary? Who should attend the meeting? Is any pre-work necessary? What processes will accomplish the

objective?

During the meeting Explain the purpose and agenda Review the agenda Collect and clarify relevant information Summarize information discussed Seek suggestions, solutions, alternatives Reach agreement on specific actions Summarize and set follow-up dates

Hints Make sure you have a

recorder Give everyone a chance to

speak, record all their words Assign a timekeeper Organize tasks on a 3x5 card

Productive Meetings Task

Using the materials provided, develop a first team meeting agenda

Consider the following questions: Who will you invite and why? What are the outcomes desired? What will be required for preparation? How will you engage the team? What will be your process for developing:

Milestones and activities Risks and Issues

Communication Model

Questions for inquiry What is the situation as you see

it? How does the situation make you

feel? What are the assumptions

underlying your statement? What experiences have lead you

to that conclusion? What are the worst/best outcomes

of the situation?

Effective Listening Habits

Paying attention Listening for the whole message Hearing before evaluating Paraphrasing what was heard

On Conflict…

Definition of conflict Relationship versus Substantive Conflict The Generators of conflict

Change Power Scarcity Incivility Diversity

5 Strategies Avoiding Smoothing Compromising Forcing Collaborating

Consensus Model

“Transition Leadership”

“New Beginnings”

“Letting Go”

“The Neutral Zone”

The Old Way

The New Way

This doesn’t make any sense!

I don’t get it.

There’s nothing wrong with the

way it is!

I sometimes think there’s no one

driving this train.

I feel totally disconnected and

no one cares.

I just had this great idea! Why didn’t I think of this

before?

Once you get used to this, it isn’t so

bad.

Oh, I see what you mean. I

didn’t understand before.

Change vs. Transition

Change and Transition Strategies

Help people understand the rationale for the change Establish multiple communication channels Include feedback loops so that you are aware of reactions Maximize the involvement of the affected parties Anticipate factors that will increase resistance to change Provide resources to make the change happen quickly Recognize that social change will lag behind technical/process When implementing unilateral change, identify alternatives that

were considered Measure, monitor, correct

The Amesbury Transition Model

“New Beginnings”

“The Neutral Zone”

The Old Way

The New Way

“Letting Go”

Current Situation Flipcharts from day 1

Worst Possible Outcomes Flipcharts from day 1

Best Possible Outcomes Flipcharts from day 1

Change and Transition Task

Watches What does the transition process look like for project management?

What are we ending? What are we beginning? How does it feel? What are all the reasons people will give us that we cannot change?

Moving forward… What are the strategies and actions that will help us achieve our best

outcomes? What are the beliefs and behaviors we must have in order to achieve

our best outcomes?

Wrap Up

What’s Next?

Review materials Action points

What did you learn? How do you feel? What will you do?

Feedback on the Workshop

What should we… Continue Stop Start