Preparing to Lead - cphrbc.ca · 3.Use Fishbone diagram 4.Goal Breakdown structure Which tool...

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Valerie M. Grubb, Principle

www.valgrubbandassociates.com

Valerie M. Grubb, Principalwww.valgrubbandassociates.com

[email protected]

Preparing to Lead:Critical Project Management Skills for the HR Executive

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Welcome

Why are PM Skills Critical for all employees, regardless of

your position???

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5 Stages of Project Management

1Initiating

2Planning

3Executing

4Monitoring

5Closing

• State Problem• Identify Project Goals• List Objectives• Develop Statement of Work• Identify Assumptions• Gain Written Sign-off

• Develop Project Plan• Select Tools and Techniques

• Communication Plan• Estimate Work• Create Schedule• Assign Resources

• Execute Project Plan• Manage Expectations• Team Development• PM Information System• PM Checklist• Quality Assurance• Problem Resolution• Communicate status

• Establish Control Tools

• Prepare Status Reports

• Review/Manage Project Schedule

• Manage Resources

• Obtain Client Acceptance• Install Deliverables• Document Project• Issue Final Report• Conduct Post-Implementation Audit

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Defining your Strategy

Where do you start when initiating your Project?

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Where to start?

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Defining your End Goal

Major Pharmaceutical Manufacturer• $3.0 billion in revenue across Canada• Upwards of $300MM residing in A/R • In 2010, 30%+ of A/R were overdue• ~2% of avg monthly receivables balance is written

off as bad debt resulting in ~$2-3MM EBIDTA impact each year

What is the end deliverable?

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Does the customer always provide clear expectations of their end goal?

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Determining your End Goal:1. Interviews (both formal and informal)2. Focus groups3. Expert judgment – consult the pros4. Walk-through5. Precedence

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Gap Analysis

Current StateGap analysis starts with introspection:• Where we are now?• What attributes would

you like to see improved upon?

• What can’t be done now that really needs to be accomplished?

Future State • The ideal condition or

situation (individual or organization) functioning at full capacity.

• It can be specific (‘increase social engagement by x percentage’, ‘decrease absenteeism by 25%’), or generic (‘create more inclusive work culture’).

• Your focus can be wide or narrow. • Can be quantitative, qualitative or both.• The key is to be specific and identify weaknesses.

The gap to be filled between the current and future

state.

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SWOT Analysis

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SWOT Analysis

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Fishbone Diagram

//upload.wikimedia.org/wikipedia/commons/5/52/Ishikawa_Fishbone_Diagram.svg

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Fishbone Diagram

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Fishbone Diagram

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Project Goal

Objectives(Critical Success

Factors)

Deliverables(Critical Success Measures)

Requirements(definitions on form, fit, feature, function)

Senior Management

Functional ManagersSubject

Matter Experts

Goal Breakdown Structure

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Goal Breakdown Structure (GBS) Levels ProjectGoal Double market share of Product XYZ by end of 2013.Objectives 1. Market Size(Critical Success Factors)

Deliverables 1.1 From $25k/yr to $40K/yr(Critical Success Measures)

Requirements 1.1.1 Maintain 20% profit margin

Goal Breakdown Example

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Goal Breakdown Structure (GBS) Levels ProjectGoal Double market share of Product XYZ by end of 2013.Objectives 1. Market Size(Critical Success Factors) 2. Market Share

3. Product quality4. Rework5. Satisfaction rates

Deliverables 1.1 From $25k/yr to $40K/yr(Critical Success Measures)



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Goal Breakdown Structure (GBS) Levels ProjectGoal Double market share of Product XYZ by end of 2013.Objectives 1. Market Size(Critical Success Factors) 2. Market Share

3. Product quality4. Rework5. Satisfaction rates

Deliverables 1.1 From $25k/yr to $40K/yr(Critical Success Measures) 1.2 Capture 7.5% of new market

1.3 Achieve ISO quality certification1.4 Decrease rework by 20%1.5 Achieve customer satisfaction rating of "best-in" by Consumer Reports standards



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The goal is to use whatever tool works for you to help identify the end state from your customer’s viewpoint.

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Exercise

Review Case Study1. SWOT to analyze situation2. Perform GAP analysis3. Use Fishbone diagram4. Goal Breakdown structure

Which tool speaks to you?

Project Scope Statement1.Project overview2.Project goals &

objectives3.Deliverables4.Project requirements5.Exclusions6.Time & cost estimates7.Roles &

responsibilities

8. Assumptions9. Constraints10. Risks11. Project acceptance criteria12. Change order management13. Approval chain

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Why is gaining written agreement from your boss or customer on

the Project Scope critical?

Finalizing Project Scope

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Criticality of the end goal

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Project Management Lifecycle

1 - Initiation2 - Planning3/4 - Executing/Monitoring5 - Close-Out

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Planning

“Plan your work and then work your plan.”

Norman Vincent Pealeauthor, The Power of Positive Thinking

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Planning

1. Creating your Project Plan2. Roles and Responsibilities3. How will the Team Communicate4. Risk Management

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Defining your Project Plan

As you work on projects now, what do you use to compile the individual

tasks that make up your project?

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Microsoft Project

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Excel

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SharePoint

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Your Project Plan

How do you make the time to put your Project Plan together?

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Pareto’s Principle (80-20 Rule)

Think about your work week:• What are the 20% of activities you do during your

day or week that generates 80% of your results?

• What would happen if you were to pay more attention to these 20%? In what ways would it benefit you?

• How can you start to focus more on the 20%?

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Ranking Priorities among PrioritiesBalancing Key Influences

HIGH

Quick Wins Major Projects

IMPACT

Fill Ins Thankless Tasks

LOW

LOW EFFORT HIGH

Reprinted from Mind Tools, Ltd. www.mindtools.com

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Ranking Priorities among Priorities

Reprinted from Mind Tools, Ltd. www.beinglive.com

Task or Goal Urgency Interest ImportanceImpact to SeaGen TOTAL

Estimated Time to

Complete

1 = Least Important 10 = Most Important

Project Management Leadership

To increase your productivity, ask yourself daily:1. Am I tacking my most challenging tasks first?

2. Am I focusing on easy tasks (quick wins, fillers) and avoiding the challenging projects on my plate?

3. Am I being productive or just busy?

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Planning


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Roles & Responsibilities

How are most project teams selected?

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Determining your Project Team

What skills should you look for in project team members?

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Defining Skills Required by Task

Tasks Skills NeededLevel of Experience

Potential Team Members

Define program requirements Web programming 2 years

Oracle database 2 years

Good communication skills

Experience writing requirements on previous internal projects

Determine platform and languages Senior programming skills 5 yearsDesign programming modules OO design/UML 5 yearsWrite help screens and manual Technical writing 1 year


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Roles & ResponsibilitiesSkills InventoryEmployee Title Skills/Training Years Education

Bob Smith Programmer I Degree BS Computer ScienceJava 3XML 2.NET 0Payroll System 1PeopleSoft HRIS 2

Suzy JonesDatabase

Administrator Degree BS Computer ScienceOracle programming 5Oracle administration 3Payroll System 3Accounting System 3

Tyrell Bisogno Technical writer Degree 1 BA English

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Critical Questions:• Are the right resources going to be

available at the right time?• Has priority been established between your

project and their other tasks?• Do the resources have the available time to

put towards the project?

What happens if these are not in place?

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FunctionStep 1:

Define the Team

NameProject Leader

NamePosition

Function

NamePosition

NamePosition

Nameposition

Nameposition

Nameposition

Core Team

As Needed Support/Functional Experts

NameProject Champion

NamePosition

Steering Committee

NamePosition

Function

NamePosition

NamePosition

NamePosition

Function

NamePosition

NamePosition

NamePosition

Organizing your Resources

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Function

NameProject Leader

Bob R.Controller

Function

NamePosition

NamePosition

Nameposition

Nameposition

Nameposition

Core Team

As Needed Support/Functional Experts

NameProject Champion

NamePosition

Steering Committee

NamePosition

Function

NamePosition

NamePosition

NamePosition

Function

NamePosition

NamePosition

NamePosition

Responsibilities:• Deliver weekly updates on budget tracking• Validate Financial Analysis• Align saving to budgeting process• Contribute to Business case

Step 2: Define Roles:

Who is responsible

for what?

Organizing your Resources

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Planning


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Team Communications

GOOD communication isCRITICAL

for your team’s success!

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Why does it matter?

• Everyone feels valued• Acts as a key component to engage employees and

team members• With two-way communication, you have a better chance

of the message being heard and understood• Increases the likelihood of consistent messages• Uncover new ideas or methods for problem-solving• Stop smaller problems from becoming bigger issues

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Why it matters

Don’t leave communication up to chance!

It is critical to establish a formal plan!

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1. What are we going to communicate?2. Where and when will we communicate?3. What media will we use?4. Who will play what role in the team’s communication

strategy?5. How does your communication plan change if team

members are spread across the world?6. What other questions should you have the answers to

when establishing your expectations?

Communications Plan Worksheet

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Planning


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Risk Management

Why is identifying risks important?

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IMPACTLow Moderate High

PRO

BAB

ILIT

Y High

Moderate

Low

Risk Probability vs. Impact

From Improving your Project Management Skills by Larry Richman, AMACOM, 2006.

Identifying Risks

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Risk Management

Using the worksheet provided, identify the Top 3 risks for your project.

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Identifying Risks & Constraints

The “critical path” of a project is one of the best ways to track RISKs (or

CONSTRAINTs) to your project.

What is meant by the “critical path”?

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Critical Scheduling Issues

• When do decisions need to be made to keep you on track and how long does it take to schedule the decision makers?

• Are resources (i.e., people or equipment) available when you need them?

• How to ensure Senior Management support on a recommendation?

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Critical Scheduling Issues (cont’d)

• Anticipate what’s going to go wrong 2-3 steps down the road.

• Figure out where/how you’ll make up for lost time later in the project.

• How to meet deadlines without burning bridges?

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Planning


Final Questions?

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Project Management Case Study

Project Closure

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Leading your Project Team

Does anyone typically hold a project kick-off meeting?

Why (or why not)?

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The Launch Meeting:• The best opportunity for a PM to energize the

team.• Should include all of the key stakeholders,

project team members and their bosses.• Requires proper planning – don’t just show up.

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The Launch Meeting:• Connect project goals to the larger organizational

objectives.• Make introductions.• Describe the available resources.• Clarify who is doing what.• Explain project charter and requirements.• Seek unanimous commitment to the goals,

deliverables and schedule.• Clarify team incentives.

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How often should you meet with your Project Team??


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Balanced participation is important. What do I mean by that?

How do you ensure you have balanced participation within your team?


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• When solving problems, do you give everyone the opportunity to speak?

• Do you allow everyone to have input on decisions or next steps?

• Do you seek opposing points of view?• Do you use techniques that draw everyone out

including your introverts (round robin, etc.)?

Ensuring Balanced Participation

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• Your goal should be to draw out the introverts, give them equal “floor” time to present their views.

• However, must do so in a way that does not disrespect the extroverts.

Facilitating Extroverts & Introverts

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This is a story of four people named:Everybody, Somebody, Anybody, and NobodyThere was an important job to be done and Everybody was asked to do it. Everybody was sure Somebody would do it. Anybody could have done it, but Nobody did it. Somebody got angry about that because it was Everybody’s job. Everybody thought Anybody could do it, but Nobody realized that Everybody wouldn’t do it. It ended that Everybody blamed Somebody when Nobody did what Anybody could have done.

Accountability of Team Members

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How can you hold Team Members accountable when you don’t have

authority over them?

Table Discussion

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BEFORE Project Kick-off:• Has priority been established between your

project and their other tasks?• Does the team member have the time

available to work on your project?

What happens if the answer is NO to either of these questions?


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During Launch Meeting• Get buy-in from team members and their bosses on

deliverables and timeline• Connect their involvement to the larger project and

the success of the division/company• Be clear that you’ll regularly report the team’s

progress to everyone’s manager and senior management

• Set expectations for time needed by resource/week


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Throughout Project:• Set, publish & track a timeline• Hold team member accountable to deadlines• If time expectations go beyond what was originally

promised, get their buy-in for the additional time (including from their boss)

• Give feedback to team members who are not meeting deadlines – don’t ignore it or do it yourself.


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What if you try all these tactics and the project team member is still not

participating and meeting deadlines?


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What is scope creep?

How does it typically happen?

Monitoring the Project

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When you’re overwhelmed with tasks, what tools can help you focus on

what’s critical?

Monitoring the Project

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Communicating with Stakeholders

Communication is the glue that connects the project

stakeholders!

Keeping up is critical!

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Two “Levels” of Communication:

1. Strategic Overview2. WIIFM

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1. Why is it necessary?2. What is the precise aim/scope of the project?3. When will the project be rolled out?4. Who will be involved and in what capacity?5. How will the project affect the way employees currently work?6. How will this project differ from previous ones within the

organization?7. What are the consequences of not implementing this project?

Other questions?

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✓ How does the project link to department or company’s goals & vision?✓ Why should I care if this project succeeds?✓ What is the end result? What does the future look like? ✓ What is the timing? What are the next milestones?

✓ What support is needed from this stakeholder group?✓What are the stakeholder concerns and issues?

✓ Communicate specific changes by stakeholder group.✓ Provide details on any specific job changes.

Level 1

Level 2

Reference: The Change Management Pocket Guide: Tools for Managing Change by Kate Nelson and Stacy Aaron, 2005.

Tailoring the Message: WIIFM

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Names StronglyAgainst (-2)

ModeratelyAgainst (-1) Neutral (0)

ModeratelySupportive (+1)

StronglySupportive (+2)

1. Who will care?2. What commitment level now? What is the minimum needed?3. Who influences whom?

X

X

X

X

X

Solid Line = Critical To MoveDotted Line = Important But Not Urgent

Sam Siteking

Steffie Peddler

Jacky P. Agent

Sue Costout

Mary Chief- Emir

Juan CuidadoBill Fixit

Jim Vendor

Gaining Alignment

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Tailoring the Message

Tailor your Message to a Stakeholder

1.Review the Stakeholder Analysis chart and select one person to target.

2.Using the Cascading the Message worksheet, plan the messages you’ll deliver to this specific individual.

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Your Communications Plan

How often should you communicate with stakeholders?

Will your communications plan change as your Project progresses?

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Your Communications Plan

Final Thoughts to create an Effective Plan:• Be timely, honest and relatable• Keep it short; “chunking” messages• Remember your audience• Cut the tech talk or departmental jargon• Send a positive message• Be consistent across platforms

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How many do project close-out reports now?

Why is it a good idea to do an “official” close-out report?

What items should you include in a project close-out report?

Project Closure

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Project Closure

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Final Status Report:

• Goals and Objectives• Deliverables/Requirements• Adherence to Schedule• Final Costs• Quality Specifications• Lessons Learned• Final Sign-offs

Project Closure

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Just like Project Scope, sign-off of Project Completion is CRITICAL!!!

(i.e., in writing)

Project Closure

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5 Stages of Project Management

1Initiating

2Planning

3Executing

4Monitoring

5Closing

• State Problem• Identify Project Goals• List Objectives• Develop Statement of Work• Identify Assumptions• Gain Written Sign-off

• Develop Project Plan• Select Tools and Techniques

• Communication Plan• Estimate Work• Create Schedule• Assign Resources

• Execute Project Plan• Manage Expectations• Team Development• PM Information System• PM Checklist• Quality Assurance• Problem Resolution• Communicate status

• Establish Control Tools

• Prepare Status Reports

• Review/Manage Project Schedule

• Manage Resources

• Obtain Client Acceptance• Install Deliverables• Document Project• Issue Final Report• Conduct Post-Implementation Audit

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Continuing your Learning

• The Essentials of Project Management, Harvard Business School Press

• Project Management Jump Start: The Best First Step Toward a Career in Project Management, Kim Heldman, Jossey- Bass Publisher

• Improving your Project Management Skills, Larry Richman, American Management Association

• Microsoft Project Training

Thank you!

FINAL QUESTIONS?

Book signing tomorrow from 12:45 – 1:45 pm in the bookstore!!

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Preparing to Lead - cphrbc.ca · 3.Use Fishbone diagram 4.Goal Breakdown structure Which tool...

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