Welcome to

2. 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

3. Agenda Objective Project Definition Project Planning Project Execution Risks and Issues CAP PO requirements Tools and Techniques Final Briefing

4. Training - In Scope Thinking ahead Envisioning an outcome Communications Basic plans Risk identification Issue Identification CAP PO requirements

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

6. Objectives • Discuss realistic expectations

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

8. Objectives • Effective status reporting

9. Objectives • Creating a plan

10. Objectives • Just spend the time reading Dilbert

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

12. 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

13. 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

14. 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

15. Here’s what I know (by Seth Godin) • Projects don't fail because we don't care, and they don't fail because we don't know enough and they don't fail because we're not working hard. • ….

16. 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.

17. 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

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

19. 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

20. 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

21. 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

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

23. Why Have a Class Why • Share experiences

24. Why Have a Class Why • Different perspective

25. Why Have a Class Why • Set baseline a

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

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

28. Time When

29. 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

30. 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

31. 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

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

33. Example

34. 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).

35. 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:

36. Phases of a Project Conceptualization Preliminary planning Detailed planning Execution Termination

37. Initiating Recognize the project should be done Determine what the project should accomplish Define the overall project goal Define general expectations of customers, management,
or other stakeholders as appropriate Define the general project scope Select initial members of the project team

38. Planning Refining the project scope Listing tasks and activities Optimally Sequencing activities Developing a working schedule and budget for assigning resources Getting the plan approved by stakeholders

39. Executing Leading the team Meeting with team members Communicating with stakeholders Fire-fighting to resolve problems Securing necessary resources to complete the project plan

40. Controlling Monitoring deviation from the plan Taking corrective action to match actual progress with the plan Receiving and evaluating project changes requested Rescheduling the project as necessary Adapting resource levels as necessary Changing the project scope Returning to the planning stage

41. Closing Acknowledging achievement and results Shutting down the operations and disbanding the team Learning from the project experience Reviewing the project process and outcomes Writing a final project report

42. Tasks

43. How do you know what the steps are Ask Questions – Lots of them See the result in your mind Where are the gaps Where are you saying “Then a miracle happens” Where are you saying “I don't know”

44. List the Steps

45. Activity • Define phases and tasks

46. Tools, Techniques, and Thoughts Present to Staff prior to the event Does your SOP have guidelines for running projects Consider an assistant PO or PC (project coordinator) Learn to identify what you should manage and what you should delegate The mission is yours. You have authority

47. Scheduling Tasks should have A start and end date A resource Predecessors and Dependencies

48. Milestone reporting • Best represented by a timeline or pipe line chart Form 150’s due 10 AugDrivers confirmed Newsletter article 15 Jun PCAM 18 – 20 Aug June 1 Sept 1 Contact Squadron 157 PO25 Jul

49. Communication Status reporting

50. Status updates