Project Management Workshop

1. Project Management Workshop

2. Introductions

3. 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?

4. 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

5. 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 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

6. How you will learn… • Facilitator presentation • Facilitator lead discussions • Working in small groups on specific projects • Performing specific tasks that relate to your project

7. 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

8. Task • What is the role of the successful facilitator? • What is the role of the successful recorder? • Report back and insights

9. The Case For Change

10. 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

11. Project Management Overview

12. Rigorous Process Standard Process Outcome Focus Thorough Planning Checkpoints Tools & Tech Prioritization Portfolio Management Resource Commitment Strategic Focus Business Values Strategic Outcomes Organizational Context Leadership Culture Infrastructure Project Team Team Structure PM Roles Team Development Synch and Stabilize Introduction to Project Management

13. 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 Adapted from Wikipedia.com

14. 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

15. Conception Design Production Market Release Upgrade 1 Upgrade 2 Upgrade 3 End of Product Service Project A Project B Project C Project D Project E 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 Product Lifecycle Project Lifecycle

16. Types of Processes • Product Development • Research and Development • Business Process Improvement • Acquisition/Valuation • Business Integration • Organization Design

17. 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

18. 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 World Class ExamplesToyota Product Development Customer Focus Stability and Power How Toyota Integrates Product Development Harvard Business Review; July, 1998

19. 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 Debug Module Construction and Debug Module Construction and Debug Integration and System Test Module Rework Reintegration and System Test World Class ExamplesMicrosoft Product Development How Microsoft Makes Large Teams Work Like Small Teams Sloan Management Review - Fall, 1997

20. The Process

21. Amesbury PM Process Map

22. 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?

23. 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

24. 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

25. 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)

26. 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.

27. 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.

28. 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.

29. 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.

30. 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.

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

32. 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

33. 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?

34. Link to Files • Link: http://www.academynet.org/amesbury.html • User name: amesbury • Password: pmdownloads

35. Project Prioritization

36. Process Customization

37. 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

38. DAY 2

39. 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?

40. Roles

41. 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?

42. 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 Six Roles

43. 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?

44. Skills

45. 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?

46. 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 The Task Versus Process DilemmaMaintaining a Balance High 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?” Task Focus Low Process Focus Low High A focus on group maintenance, conflict resolution, feedback, addresses the questions of “how we are working together as a team?”

47. Stages of Team Development

48. 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? First Steps in Forming Teams

49. Productive Meetings Model

50. 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