Microsoft PowerPoint - 5-day consolidated

A program of the Dale Kietzman UniversityFall, 2012

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Sessions Session 1: Fundamental Skills and

Project Planning Readiness

Session 2: Project Initiation

Session 3: Project Planning

Session 4: Project Planning

Session 5: Project Implementation and Close


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Road Map: INTRODUCTION

Road Map

Who are we?

Where are we now?

Where do we want to go?

How we are going to get there?


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Road Map: Who are we?

Dale Kietzman University Founded to honor and serve Jesus Christ:

[Jesus] is the image of the invisible God, the firstborn over all creation. For by him all things were created: things in heaven and on earth, visible and invisible, whether thrones or powers or rulers or authorities; all things were created by him and for him. He is before all things, and in him all things hold together. ~ Colossians 1:15-17

Named in honor of Dale Kietzman Founding Chancellor Christian Elder and Missionary Statesman Academic Entrepreneur


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Your Lecturer, Midge Crossan


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Participants:

Your Names

Occupations/Professions

Industry (ies)

Expectations

Special issues or needs


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Road Map:Where are we going?

Ability to

Present yourself as a trained PM

Explain and conduct PMI-recommended PM principles and practices

Create and maintain basic PM documentation

Ready a project for planning

Plan, schedule and monitor a project end-to-end


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Ability to accumulate PMI Certification pre-requisite hours of PM experience

To apply for the PMI PMP, you must have

a 4-year degree & 4,500 hours leading & directing projects & 35 hours of PMI-accredited project management education OR

a high school diploma & 7,500 hours leading & directing projects & 35 hours of project management education.

This course does not accrue towards the 35 PMI-accredited education hours


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You will have the potential of entering into a profession with unlimited opportunities for learning new things every day.

Joyful is the person who finds wisdom the one who gains understanding. – Proverbs 3:13


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Road Map: How we are going to get there

Class ambiance

Active

Engaged

Collaborative

Professional

Concrete

Documenting


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Participants contributions

Laptops permitted

Personal flash drives recommended

Email addresses required

Teams -- Rotate Daily Tasks

1. Opening Team: Greetings and Reflection

2. Timekeepers: Watch that clock

3. Closing Team: Evaluations and clean up


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Class Timing (Timekeeper Team)

Reflection (Opening Team)

Follow Up and Focus (Instructor)

Class Work (Instructor)

Half Time Break (Timekeeper Team)

Class Work (Instructor)

Evaluations and clean up (Closing Team)


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Morning Schedule: 9 a.m. to 1 p.m.

9:00 a.m. Reflection (Opening Team)

9:o5 a.m. Follow Up and Focus (Instructor)

9:15 a.m. Class Work (Instructor)

11:00 a.m. Half Time Break (Timekeeper Team)


12:45 p.m. Evaluations and clean up (Closing Team)

1:00 p.m. Dismissal


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Afternoon Schedule: 1 p.m. to 5 p.m.

1:00 p.m. Reflection (Opening Team)

1:o5 p.m. Follow Up and Focus (Instructor)


3:00 p.m. Half Time Break (Timekeeper Team)

3:15 p.m. Class Work (Instructor)


5:00 p.m. Dismissal


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Evening Schedule: 5 p.m. to 9 p.m.

5:00 p.m. Reflection (Opening Team)

5:o5 p.m. Follow Up and Focus (Instructor)


7:00 p.m. Half Time Break (Timekeeper Team)

7:15 p.m. Class Work (Instructor)


9:00 p.m. Dismissal


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Form and Name Your Teams

Today’s Timekeepers

Today’s Closing Team

Tomorrow’s Opening Team


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Class Materials

Handbook

Evaluation Forms What went well

What could have gone better

Suggestions

Questions or Needs


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Session 1:

Fundamental Skills



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Fundamental Skills

Fundamental Skills

Ruling Principles

Critical Skills and Tools

Repeating Patterns

We will learn and practice these skills as we proceed throughout the entire Seminar, starting now …


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Sample Project:Microenterprise Training Center

You have been assigned project manager on a project to establish a microenterprise training center in a nearby area.

Your first task: Are you ready to start planning the project?


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Before you can plan a project you need the project:

Primary Stakeholders and Project-Critical SMEs

Vision

High Level Scope

If these can be obtained via interview with the project sponsor or owner, you just

document them, complete YOUR Project Planning Readiness tasks, and go on to

Project Initiation. If not, you must conduct some meetings ...


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Primary Stakeholders and Project-Critical SMEs


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Types of Stakeholders

Project Sponsor

(Project Owner)

Project Manager – this is you


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Types of Stakeholders

Project Business Lead

Subject Matter Experts

Project Beneficiaries


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“High Level Stakeholders” are typically:

Project Sponsor

(Project Owner)

Project Manager – this is you

One or many project-critical Subject Matter Experts

How to know who they are? Discuss with the sponsor or owner.


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Your first document: Make a Stakeholders Roster (Tool: MS Excel)

Alpha List Name

Given Name

Full Name

Phone Landline

Mobile Email Mailing Address

Project Role

Title Expertise


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Vision


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Vision: What will be different because of this project?


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Mission Vision Goals Objectives

A statement of the overall purpose of an organization.

A picture of the desired or preferred future.

Broad, long-term aims that define accomplishment of the mission.

Specific, measureable, achievable, realistic, and time-constrained target(s).

Objectives measure the accomplishment of a goal over a specified period of time.

MISSION describes the focus or nature of the organization as a whole, or a group or team as a whole. It isn’t

necessarily project-specific.

A VISION statement is how the future will look if the organization, group or team achieves its mission.

MISSION feeds into the confidence of your organization or group, and generates the attitude: “We can

do this. We are called to do this. We are the best at it. This is who we are.”

VISION is a compelling picture of what’s coming

and motivates people to embrace change as bringing us closer to that future. It generates the attitude: “That

is what should be, and what will be.”

Broad - A state of affairs which an organization or system wishes to achieve or obtain.

Narrow - specific actions needed to close the gap between the current realities (As-Is) and the ideal state (To-Be).

General intentions Precise accomplishments

Intangible Tangible

Abstract Concrete

Cannot be validated

Can be validated

Project Planning Readiness:Visioning

In practice, often used interchangeably


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Planning Readiness

You need the primary stakeholders or high level stakeholders to determine

the project vision and scope.

But before convening a visioning meeting, you should meet with the project

sponsor and project owner to determine who should come, who

should facilitate, and how the content should be organized.


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Critical Skill: Convene and Conduct a Meeting

A good agenda format will lead you through the meeting planning steps, and will easily be transformed into minutes

Prepare the agenda in advance and send to the invitees with a note to let you know if there are topics they would like to add

There are many good formats. You will eventually decide on your favorite.

PM minutes capture ONLY decisions and action items.


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Critical Skill: Agendas and Minutes

Agenda and Minutes both include: The project name

The meeting organizer (you)

The meeting date, start time and end time

The meeting location

The specific meeting topic

The concrete meeting objective Create a …

Approve the …

Identify and assign …

Compile …


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Agendas are prepared and distributed in advance when possible

Agendas should list:The invited participantsThe topics of discussionFor recurring meetings, the first topic is “Minutes to

the last meeting” and you are the facilitatorThe facilitator or presenter of each topicThe approximate timing of each topicMay include attachments or links to provide invitees

with background information before the meeting


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Minutes should list: The attending participantsThe absent participantsOnly final decisions or action items from the meeting

discussionsEVERY ACTION ITEM has a responsible person and due

dateAccount for all the topics on the agenda. If something is

not discussed, note: (topic) not discussed, or (topic) deemed moot, or (topic) tabled for later meeting

Minutes are always distributed to, at minimum, the attending participants.


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Critical Skill: Convene and Conduct a Meeting

Meeting 1: Planning the Vision Meeting

Your second document: Meeting Agendas and Minutes


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Microenterprise Training Center

End TimeStart TimeMeeting ObjectiveMeeting Topic

Meeting LocationMeeting DateMeeting OrganizerProject Name

Meeting Agenda

Invited:

PresenterDescriptionTopicTime

Your second document: Agendas and Minutes (Tool: MS Word tables)


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Meeting Agenda

Project Name Meeting Organizer Meeting Date Meeting Location

Micro-enterprise Training Center

Midge Crossan 1 July 2013 Truman Office Building, Douala, Room 201

Meeting Topic Meeting Objective Start Time End Time

Project Vision Plan the Vision Casting Meeting 10 a.m. 10:30 a.m.

Invited:Allain Smith, Warren Kling, Wilson Anderson, Midge Crossan

Time Topic Description Presenter

10 Participants Who should we invite Midge

10:10 Presentations What background do the participants need and who will provide that

Allain

10:20 Where and when Where should the meeting be conducted

What are good days and dates

Wilson

10:25 Length How much time will it take Midge

Your second document: Agendas and Minutes (Tool: MS Word tables)


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Critical SkillMake the Minutes a Group Product

Your Screen Projection, a Whiteboard or Flip Charts


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Microenterprise Training CenterMeeting Minutes

Project Name Meeting Organizer Meeting Date Meeting Location

Micro-enterprise Training Center

Midge Crossan 1 July 2013 Truman Office Building, Douala, Room 201

Meeting Topic Meeting Objective Start Time End Time

Project Vision Plan the Vision Casting Meeting 10 a.m. 10:30 a.m.

Present: Allain Smith, Wilson Anderson, Midge Crossan Absent: Warren Kling

Topic Task or Findings Responsible Due Date

Participants Send invitations to Allain, Wilson, Warren, Sheila White, Jerry Sanderson, Debbie Ong, and Bill Combs

Midge 2 July 2013

Presentations Draft & submit presentation on statistical findings of the January 2013 report

Allain 8 July 2013

Presentations Draft & submit presentation on Unicef Micro-enterprise Survey of March 2012

Warren 8 July 2013

Presentations Review / give feedback on presentations Midge, Allain 10 July 2013

Issue Add to Issues Log: We need an IT expert Midge 2 July 2013

Where and when

Reserve Conference Room at Palace Hotel for 14 July 2013, 10 a.m. to 4 p.m., include lunch and refreshments

Shalomar 2 July 2013

Organization Draft and submit agenda for review and feedback Midge 8 July 2013

Organization Review / give feedback on Agenda Allain, Warren 10 July 2013

Organization Compile presentations and agenda, ensure meeting readiness

Midge 13 July 2013


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Repeating Patterns

NEXT AGENDA topic #1:

“Minutes to the last meeting”

MINUTES / ACTION ITEMS

AGENDA

Open items from “Minutes to the

last meeting”


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Meeting 2: The Vision Meeting

Objective is to establish a Project Vision

Participants should be stakeholders as well as interested executives or corporate planners

These can take from 1 hour to a day

Continued


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Meeting 2: The Vision Meeting (continued)

Visioning agendas usually include:

Introductions

Presentations:

Training: What is a vision

Background Information

Sponsors and Project Owner Statements

Brainstorming: What is the Vision


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Critical Skill

Convene and Conduct a Brainstorming Session

Train your team:

What is a vision?

Discussion Ground Rules


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Critical Skill

Suggested Ground Rules for Brainstorming Sessions


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Critical Skill

Simple Visioning Approach

Step 1: Define the current, target “As Is” condition.

Step 2: Define the desired “To Be” condition.

Step 3: If necessary, scale the To Be condition down to a set of conditions to address in this project

IMPORTANT SAFETY TIP: Keep ALL of this information as it will be needed for the charter.


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Microenterprise Training CenterVisioning Exercise: Whiteboard or Flip Charts


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Critical SkillsTrain Your Team about …The Parking Lot

Used to move past Irrelevant Information or Discussions

Relevant but untimely

Relevant but not within team’s control

Circular discussions

Relevant but completely off topic for THIS meeting

Conflicts


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Critical Skills

Train Your Team about … The Parking Lot

You will take all Parking Lot items and post them in the appropriate document for later attention.

Examples: You will move …

Irrelevant Information or Discussion = ?

Relevant but untimely = ?continued


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Critical Skills

Continued

Train Your Team about …The Parking Lot

You will move Parking Lot items …

Relevant but not within team’s control = ?

Circular discussions = ?

Relevant but completely off topic for THIS meeting = ?

Conflicts = ?


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Your third document: Make an Issues Log

ID No

Add Date

Type Code

Description Proposed Action

Responsible Person

Due Date

Status

Based on information that went to the Parking Lot, what “Type Codes” would you suggest?


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Microenterprise Training CenterVisioning Exercise

This Project’s Vision is:


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Ruling Principles

Think: Step by Step

Orderly and Deliberate

Always Documenting

Always a Concrete Deliverable


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High Level Scope

What’s IN?What’s OUT?


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Ruling Principles

Extrapolate the Scope from the Vision

• Possible Size or Magnitude

• Probable Resources

• General Timeframe

This Project’s Vision is:


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Ruling Principles

High Level Scope

General Timeframe

The Triple Constraint


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Ruling PrincipleThe Triple Constraint

The Triple Constraint is not your fault

The Triple Constraint is your best friend


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Ruling Principles

Ruling Principle: Documentation

If it isn’t written down it’s not in the project.

Never count on someone else to write it down.

Always have something to write on.

Train your team members to write it down.


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Critical Skill

Create and Maintain that Documentation

Working Documents

Governing Documents


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PROJECT MANAGEMENT DOCUMENTATIONPROJECT PHASES

GOVERNING ONGOING, WORKING

1 Stakeholders Roster


2 Agendas, Minutes

3

Logs (separate or consolidated):Issues / Parking Lot Assumptions Risks and Opportunities

4Vision and High Level Scope Statement

5 Charter* Initiation

6 Work Breakdown

Planning7 Analyses, Matrices

8 Project Schedule

9 Budget

10 Status Reports plus all of the above Implementation

11Reconciliations and Responsibility Transfer Closure

12 Learnings


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Before you can plan a project …

You need:

Stakeholders

Documented, approved Vision

Documented, approved Scope

Stakeholders roster

Issues Log

Assumptions Log

Risks and Opportunities Log

Agendas and Minutes approach

Separate or integrated:

PMs prerogative


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Project Ready for Planning!


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Check Tomorrow’s Assignments

Opening Team: Reflection

Timekeepers

Closing Team: Evaluations and clean up

Appreciation

Today’s Teams

Timekeepers

Closing Team: Evaluations and clean up


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Closing Team

Distribute and Collect Session Evaluations

What went well

What could have gone better

Suggestions

Questions or Needs

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