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Project Management Training Concepts—Q&A
John AaronApril 12, 2007
© 2007 Milestone Planning & Research
All Rights Reserved
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About Your PresenterWorked in:
•Electronics Manufacturing
•Marketing
•Academia
•Consulting
•Contract Project Management (primarily IT and ERP)
•Project Management Training and Education
•Software Tool (SKAT)
Trained an estimated 2500 project managers and executives
Own Business since 1995
http://www.proj-mgmt.ushttp://www.proj-mgmt.ushttp://www.proj-mgmt.us
Key Key Project Management Project Management Training QuestionsTraining Questions
•What does success mean?•Who gets trained?•What is the content•How should people be trained?•Other?
Presentation is from an “ought to” standpoint.
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What Does Success Mean?
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Possible Success Definitions?
• Learning
•Becoming Certified
•Better Project Performance
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Types of Performance Improvements
Quantitative Anecdotal
•“Things are better on project x”
•“Management is happier.”
•“The team made its due date.”
•“Project Management is no longer an issue.”
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The Who
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● ● ● ● ● ● ● ● ●
●●● ●●● ●●● ●●● ●●● ●●● ●●● ●●● ●●●
The Who: Those Who Perform Project Management
Project Sponsor/Senior Manager(s)
Team Leads
Project Managers
Functional Team
m/d/ym/d/y
Learning Together Simultaneously is Helpful Because Most Organizations Are Multi-Project Environments
I P E C
I P E C I P E C
I P E C
I P E C
Resources for Operations
Proj ABC
Proj DEF
Proj GHI
Proj JKL
Proj MNO
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The What and The How
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A Standard for the Delivery of Instruction
and Training to Knowledge Workers:
The OJEISM Method
A Modern Day Apprenticeship Approach to
Improving Knowledge Transfer, Productivity and
Outcomes Assessment
John M. Aaron
OJEISM is a patent pending business method
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The Standard Contains Instructional Criteria that Trigger Apprenticeship
Components for Courses, Workshops or
Programs
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Classroom On the Job
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Integration Management
PMBOK
Management Elements and Tools
Comm
unica
tions
Human
Res
ourc
esSco
pe
Time
(Sch
edul
e)
Cost
Qua
lity
RiskPro
cure
men
t
Key Executive Sponsorship Principles
Project Management
Program Management
Portfolio
Management
DetailDetail
Quality Gates
The Cybernetic Process
Freedom Within Structure
Managing By Fact
Communicating The Vision
The Matrix
Leading Under Adversity
OPM3
Our Framework
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“We've Zero, of course.He's the central brain, the world's brain. He's liquid, you see. His waters touch all knowledge. Everything we ask has become so complicated now. He flows out into all our storage systems. He considers everything. He's become so ambiguous now, as if he knows nothing at all”.
We Don’t Need Project Management To Become Overly Academic
Consider this line from the original version of the movie Rollerball
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Let’s Review My Course Outline for Classroom Instruction
Initiating PlanningExecuting,
Monitoring, Controlling
Closing
m/d/ym/d/y
Resources
Budget
Activities (Scope)
RIS
K
Quality
Schedule
•Detailed Product Requirements
•Detailed Project Plan
•Recalibrate Expectations
•Commitments made subject to understanding of scope and risks
•Change control in place
•Product is stable
•Steady state operations
•Value attainment steps underway
•Lessons learned
•Redeploy resources or prepare for next release
Des
ign
Bui
ld
Tes
t
Dep
loy
Interim Deliverables Product Release
•Business Case
•Charter
•Approvals
•First Cut Expectations
•Ready for planning
•Scope Statement
Refers to major milestone
Progressive Detailing of Plan
Life Cycle Components of a Technology-Based Project “Phase Deliverables” and States of Readiness Become the
Part of the Instructional Strategy
PMBOK Project
Planning Framework
In class exercises on each as applied to real projects
Project Plan Including Scope Statement
Time now$
Time now
Time nowPlan
Forecast
Actual
Managing ExpectationsChange Control Process
Recovery or Re-plan
Req #1Req #2
D
B
T
DReq #K●
# Requirements Designed
Time
Issue Log
Escalation Process Status Reporting
Project Plan Including Scope Statement
Time now Variance$ Time now
Time nowPlan
Forecast
Actual
Managing ExpectationsChange Control Process
Recovery or Re-plan
Req #1Req #2
D
B
T
DReq #K●
# Requirements Designed
Time
Issue Log
Escalation Process Status Reporting
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Adding Actual Project Examples to Give Insight as to
How to Deal With Complexity….
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More On The How
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Deliv
erab
le e
xpla
ined
Demon
stra
tion
or
Illus
tratio
n pr
ovid
ed
Know
ledg
e of
Applic
atio
n te
sted
Pract
iced
on
limite
d sc
ale
Corre
ctiv
e
feed
back
pro
vide
d
Deliv
erab
le(s
)
in-p
rogr
ess
Deliv
erab
le(s
)
&
exp
erie
nce
valid
ated
0 1 2 3 5 7 8 96
Classroom Instruction or On-Line Instruction
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Start
Start
Perfo
rman
ce &
ach
ieve
men
t
mee
t Exp
ecta
tions
Perfo
rman
ce &
achi
evem
ent s
urpa
ss
expe
ctat
ions
Observe Imitate & Practice Achieve Excel
Psychomotor Performance Scale
On-the-Job Instruction
Receiving Internalization
Affective Performance Scale
Responding Adapting Adopting
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Certifying Your Program and Your Vendors
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32www.nitas.us/about.aspx
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Questions?
Contacting John Aaron:
630-263-7646 Cell
www.proj-mgmt.us (business website and white papers)
http://ojei.typepad.us (blog site and downloads)