Pm Concepts Part i i

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Copyright 2003 Terry Chambers. All Rights Reserved.

Minnesota Chapter

of the

Project Management Institute

Project Management Concepts

Part II

Chapter That Cares


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Agenda

Where does the people part come in?

How can we focus the energy of our teams?

Whither the high performance team?

What are your issues?

What works?


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What is a Project?

For most of us, our formal education has concerned itself with the

Hard part.

The HARD part is easy!

Its the SOFT part that is hard?


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Some Ideas

Create a positive work model

Focus energy positively

Ask effective questions


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How do we develop a

positive work model?


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For some reason we have a tendency to use

this approach to improving a situation or

solving a problem:

Look for what is wrong or broken.

Point it out and hope someone else fixes it!


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What if our approach was to:

Look for and celebrate what is going welland try to do more of it?


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Some questions you might ask when problem

solving:

What have we been doing right related to thisproblem?

If things were going perfectly, what would be

going on? What do we have to do more of or better to

get us to this ideal state?


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Positive and Negative Thought Patterns

At any moment we can have positive or

negative thought patterns running through

our mind.


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How we primarily focus our thought patterns will

directly effect how we focus our energy and

cause us to be proactive or reactive in our

thinking.

Proactive or Reactive Thinking


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Your Thoughts

If you THINK you CAN

You probably CAN!!!

If you THINK you CANTThere is NO WAY in Hell you will!!!


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Reactive

thinking

Reasons

(why, why,why,..)

Whats not working,

whats wrong.

How to fix it.

Proactive

thinking

Results

Whats working,

whats right.How to make it even

better.

How DO You Think


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The Team Sponsor

Reactive thinkerssee change or crisis as

danger

Proactive thinkerssee change or crisis as

opportunity


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Team Leader Role

Both views are right

which view you take will have a profound

effect on your energy level

Even when given as negative view you can

describe it as positive and get rather thanlose energy


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Functional Manager Role

By under-

standing this

Can still be the same

number of negatives,

they just arent as big!

You can do this


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The Key

The leader doesnt need to know all the

answers

the leader only needs to know the questionswhich are effectivein helping others to

discover the answers they already have


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Questions which can be answered without the

possibility of making a mistake throw our

switches into an on position and allow us to

apply our intuition. Questions in this form arecalled

Effective Questions


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Your intuitive mind will be dormant until

engaged by Effective Questions.

Effective Questions are any positive questionswhich allow you to explore your feelings,

examine patterns, and develop ideal solutions

from the integration of many parts.


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thus,

Effective Questionsare

right brained questions.


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Ask whatand how, not why if emotions are

involved.

The whyquestions move us to the left side ofour brain and can cause us to limit our

response to logical answers.


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What is already working?

What specifically causes it to work?

What is our vision/goal/objective?

What would be the benefits to the customers,

organizations and you of reaching your goal?

What specifically can we do more of, better or

differently to begin to move toward our goal?

Some Effective Questions


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The 5 Key Team Management Variables

The Hard partThe Soft part

Function

Quality

Schedule Effort

People(Process, Productivity)


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People!

People must still

perform the

Work!


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The fifth key team variable has to do with

the Soft part

People

Energy

Level

Culture

Feelings

Skills Focus

Personality

Values

Experiences


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Excersize

As a team, take 15 minutes and identify:

1. What do you feel are the key dimensions,

characteristics, Attributes of a highperforming Team?

2. What is it that makes a team highperforming?


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Dimensions of a High Performing Team

Clear and elevating goals

Results driven structure

Competent team members

Unified commitment

Collaborative climate

Standards of excellence

External support and recognition

Principle leadership

Carl Larson, Teamwork


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The Organization Behind the Profession

Project Management Institute (PMI)

Not-for-profit professional association

Established 1969

Over 90,000 members in 120 countries 200+ chartered chapters

36+ chartered Specific Interest Groups (more

pending)


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PMI Advances the PM profession by:

Maintaining project management standards

and PM certification

Facilitating project management education

Advancing the state-of-the-art PM research

Serving as a repository for PM information

Acting as an information distribution forum

Establishing a code of ethics for practitioners


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PMI Minnesota Chapter

Minnesota membership exceeds 2000

Minnesota chapter in top 10 worldwide

Minnesota chapter is one of the most active

chapters in the country Winners of the following national 2001 awards:

Chapter of the Year Award (5+)

Chapter Sponsor/Mentor Award

Chapter Sustained Superior Performance Award Chapter Professional Development Award for

Exceptional Activities


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Community Project Coaching

Program Objective:

Provide PMI-MN members with opportunities to servethe community by coaching project managers of local

community organizations

give something back


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Coaching Not Leading

Volunteers in the program assist the project

manager(s) for the non-profit community

organization

Project managers of the non-profit communityorganization leadand manage the project


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Community Project Guidelines

Short duration projects (< 6 months)

Project related to organizations purpose

Clearly identified project participants (e.g.

sponsors, project manager(s), etc)

CPC services should not complete against

providers of for-profit project management

services


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How do I Get Coaching Help?

Contact Management Assistance Program for

Nonprofits (MAP)

Amy Wagner

651-632-7237

[email protected]


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PM References on the Web

Project Management Institute (PMI)Project Management Body of Knowledge(PMBOK)

National: www.pmi.org

Minnesota Chapter: www.pmi-mn.org

The Project Management Forum: www.pmforum.com

International Project Management Association: www.ipma.ch

The Project Management Center: www.infogoal.com Project-Manager: www.project-manager.com

www.projectconnections.com

www.gantthead.com

Software Program Managers Network: www.spmn.com

Risk Management Internet Services: www.rmis.com

www.riskworld.com/websites www.riskreports.com

Software Engineering Institute (SEI)Carnegie Mellon University

Capability Maturity Model (CMM): www.sei.cmu.edu

IEEE Computer Society: www.computer.org
http://www.pmi.org/http://www.pmi-mn.org/http://www.pmforum.com/http://www.ipma.ch/http://www.infogoal.com/http://www.project-manager.com/http://www.projectconnections.com/http://www.gantthead.com/http://www.spmn.com/http://www.rmis.com/http://www.riskworld.com/websiteshttp://www.riskreports.com/http://www.sei.cmu.edu/http://www.computer.org/http://www.computer.org/http://www.sei.cmu.edu/http://www.riskreports.com/http://www.riskworld.com/websiteshttp://www.rmis.com/http://www.spmn.com/http://www.gantthead.com/http://www.projectconnections.com/http://www.project-manager.com/http://www.project-manager.com/http://www.project-manager.com/http://www.infogoal.com/http://www.ipma.ch/http://www.pmforum.com/http://www.pmi-mn.org/http://www.pmi-mn.org/http://www.pmi-mn.org/http://www.pmi.org/


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Some Good PM Books

Getting the Job Done!W. Alan Randolph and Barry Z. Posner

Project Management As If People MatteredRobert J. Graham

The People Side of Project ManagementRalph L. Kliem and Irwin S. Ludin

Enlightened LeadershipEd Oakley and Doug Krug

Team TalkAnne Donnellon

TeamworkCarl Larson and Frank LaFasto

Creating an Environment for Successful Projects - Randall England and Robert J. Graham

Information Technology Project ManagementKathy Schwalbe

A Guide to the Project Management Body of KnowledgeProject Management StandardsCommittee2000 Edition


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Minnesota Chapter

of the

Project Management Institute

Thank You!

Chapter That Cares

Pm Concepts Part i i

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