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Welcome to. How to become a Cadet Commander. Cadet / Senior Project Officer Class. How to become a Spaatz Cadet. How to become a First Sergeant. Agenda. Objective Project Definition Project Schedules Project Resources Project Risks CAP / SQ PO requirements Final Briefing.

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  1. Welcome to • How to become a Cadet Commander Cadet / Senior Project Officer Class How to become a Spaatz Cadet How to become a First Sergeant

  2. Agenda Objective Project Definition Project Schedules Project Resources Project Risks CAP / SQ PO requirements Final Briefing

  3. Training - In Scope Project Execution Tools and Techniques Thinking ahead Envisioning an outcome Communications Issue Identification

  4. Training – Out of Scope Topics that may get a brief mention but not thorough discussion Leading a team Project management specifics Budgets Quality Duration vs Work

  5. Objectives • Discuss realistic expectations

  6. Objectives • Learn that when you are assigned a project you need to - Get moving • Today

  7. Time to get serious • Main Objectives • Understand that you OWN the Project • Learn the significance of the six honest men

  8. You OWN the Project • It’s level of success is in direct proportion to your dedication to the details • The event is your gift to • CAP • The community • Yourself

  9. You are the Linchpin • Definition of LINCHPIN • 1:a locking pin inserted crosswise (as through the end of an axle or shaft) • 2:one that serves to hold together parts or elements that exist or function as a unit

  10. Linchpin • There are no longer any great jobs where someone else tells you precisely what to do. p 14 • Leaders don’t get a map or set of rules. p. 19 • If it wasn’t a mystery, it would be easy. If it were easy, it wouldn’t be worth much. p. 69

  11. Here’s what I know (by Seth Godin) • … • Projects fail because when we work in teams, we seek deniability. We want instructions, not insight. We want someone else to be happy with our work and someone else to take the blame when things don't work out.

  12. Six Honest Men • I keep six honest serving-men
(They taught me all I knew);
Their names are What and Why and When
And How and Where and Who. • Rudyard Kipling 1865 - 1936

  13. Project Definition What is a Project? A class Running an activity Spaatz award Your first / next stripe Your lifetime What

  14. What is a Project Sequence of tasks Planned from beginning to end Bounded by time, resources, & required results Defined outcome and "deliverables” Deadline Budget Limits number of people, supplies, etc What

  15. Tasks vs Projects Responding to email Making coffee Producing a customer newsletter Writing a letter to a prospect Hooking up a printer Catering a party Writing a book What

  16. Five Features of a Project Defined beginning, end, schedule, and approach Use resources specifically allocated to the work End results have specific goals (time, cost, performance/quality) Follows planned, organized approach Usually involves a team of people What

  17. AProject Successful Organized, well planned approach Project Team Commitment Balance among Time Resources Results Customer Satisfaction What

  18. Why Have a Class Why • Share experiences

  19. Why Have a Class Why • Different perspective

  20. Who is a Project Officer A (humble) leader The go-to person for answers A delegator A Central Point of Contact Many hats Who

  21. Who is a Project Officer Is the PO the decision maker? Has developed a “calibrated gut” Understands cause and effect Who

  22. When should you begin and end When What • Begin NOW • You work through the event • You can consider your project “done” when the project retrospective has been completed • End of Project briefing • Compares Planned vs Actual • Project Continuity book

  23. Where does PM take place Where • Wherever you areat the moment. • In your office / room • At squadron meetings • At designated locations (Bella Bru, Starbucks) with team members

  24. How do we manage a Project How • Define the problem • Understand the constraints • Define and assign roles • Build a plan (milestones and details) • Communicate clearly, early, and often • Execute the plan • Define deliverables and “ship” weekly • Follow up on assigned tasks

  25. Define the problem • KISS • What is the objective, why is it important, who is it for, when do we have to do it.

  26. Example

  27. Scope Statement • To arrive at Swamp Island (Where) by the next full moon (When) with the hunting party (Who) to spear alligators (What) with our sharpened spears (How) for the tribe (Who) to eat (Why) during the winter (When).

  28. Activity • Statement of Your Project • Write down in basic terms (i.e., in simple declarative sentences) a project you are thinking about. • What:  Why: When: How: Where: Who:

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