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Project Management Handbook 10.1

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Project Management Handbook 10.1

  1. 1. ”Getting the job done” A Practical Guide to Project Management Document Owner: Jessica Hagh Version: 1.0
  2. 2. Before we start… This is a handbook on how to lead projects. Here we will go beyond the tools and templates you learn from PMI or Prince2. This is about how to use the tools. The practicalities, the people bit. How to actually get the job done. The questions you need to ask, the check ups you need to make. How to support your team, convince reluctant stakeholders, secure resources in an ever changing world. How to create a realistic project plan you and your team can actually deliver. How to engage your target audience! How to prepare for some of the key workshops and meetings you need to host. How to get the job done... This is what I have learned so far in my role as project leader, process improvement specialist and project management coach at the world’s leading container shipping company. The things I wished somebody had told me BEFORE I started my first project. The things my project leader trainees have brought up during their coaching sessions. The lessons we learned, the solutions we came up with. I am a certified Prince2 Practitioner and a Lean Six Sigma Black Belt. For more detailed advice please also check out the rest of the series: ”Project Leadership”, ” The Project Plan”, ”Change Management” and ”PMO Set Up”
  3. 3. Before we start… A few basic facts and assumptions 3 Assignment #1 6 Assignemnt#2 7 Template Self awareness 8 Content 9 Learning Points 10 Part I Getting started 11 Assignment #3 17 Mobilize your team and the organisation 24 Plan the work 43 Assignement#4 48 Assignement#5 50 Part II Manage the project 67 Assignemnt#6 80 Assignement #7 Handover-close down of project 93 Assignemnt#8 96 Learn more – Suggested reading 97 Feedback template 98 Learning Log 99
  4. 4. •Project leadership is a skill that takes time to develop in a person or organization. © 2004 P. W. Ford
  5. 5. 95 % of all projects fail because of socio- emotional issues…! Only 16% of Change Projects are successfully delivered. Most Transformation Projects fail , usually due to poor ownership building P. W. Ford
  6. 6. Worst project? -What was not working well? -What would you have liked to have seen done differently? Best project? -How was it well managed? Ice- breaker Use this ice breaker exercise with your team when you start a new project to get to know their experience with projects Exercise: Describe the best project you have been working on, what went well and how was it well managed? Describe your worst project.
  7. 7. Self Awareness Exercise (find links on page 97) What is your theme song? http://www.youtube.com/watch?v=Ho-Q4QNyCD0 Are you an upholder? What is your attitude to deadlines and rules? My “theme song”was for many years “One Moment in Time”, it totally describe my attitude to life, projects, sport, any task really. Myers-Briggs test Johari Window Being the leader of projects require a unique set of leadership skills. You will have to be able to lead without any “formal “authority and to exercise influence over a broad range of stakeholders and your team. None of us are likely to become Henry Ford but his example points out a critical key to success: AWARENESS. Awareness of the environment you work in; the hierarchies and culture. Awareness of what preoccupies the people you wish to lead. Awareness about yourself, your drivers, your vision, your communication style. Your red buttons. As the project leader your awareness and accurate understanding of any give situation will affect everyone around you. Your team and your sponsor depend on your perception of the situation and the actions you take. Self awareness is a key to success, so take some time to reflect upon yourself and ask for feedback! What are your values? What are your drivers? How well do you communicate those.Most important, what impression do you make on others?! Communication Style
  8. 8. Tips on working with Jessica My Myers-Briggs style: EN/FP (Extroverted Intuitive / Feeling Perceiving) In a team environment, the ENFP can contribute by: • Acting as a catalyst for change and encourage the team to change together • Focusing on areas of agreement and building on other’s proposals • Generating team spirit though the ENFP's own energy and enthusiasm • Where there are areas of disagreement, exploring a wide range of options to see if a point of agreement can be found • Contributing creative ideas, particularly those involving people • Including others in the process of developing ideas and vision, and being very accepting of contributions, even of varying quality The potential ways in which an ENFP can irritate others include: • Loosing sight of the main purpose of the discussion and going off at tangents • Initiating too many projects, and not being able to delivery on all of them • Talking too much • Making errors of fact Hot Buttons (Behaviors): •Being very critical of others •Focusing on the problems i/o the solutions My Principle: The difficult we can do at once, the impossible only takes a little longer. My Priorities: 1. My boyfriend 2. Work 3.Being there for friends and family. 4. See the world My Drivers: 1. Finding solutions 2. Getting positive feedback 3. Connecting with people 4. Try new things 5. Having fun at work and in life My Operating premises at work: •People-focused •Unconventional •Solutions orientated •Positive, friendly, polite brings out the best in me and others •Challenge but challenge constructively, speak with data. Be Aware: I love to connect with new people, learn new things, I talk a lot and ask a lot of questions, but when stressed I can come across as uncommunicative and unapproachable. I am kind but tough, strong drive to succeed, very stong. Communication: face to face, group discussion, presentations, phone, email, This is a template you can use to increase your own self awareness but you can also use it for a team building event. It promotes self awareness and understanding of each other in the team, enabling respectful team work.
  9. 9. The art & sience of how to start up, manage, and wrap up a project Agenda Day 1 ”Mobilize your project” •Getting started… •Mobilize the team & the organisation •Plan the work *********************************** Day 2 ”Manage your project” •Manage the project •Handover-close down of project
  10. 10. Learning points How to…. At the end of this training you should know how to: • Establish and maintain a good relationship with your sponsor • Deliver your project on time and within budget • Support your team • Manage deadlines and resources • Secure resources in an ever changing world • Deliver sustainable change * Sponsor is a company specific term, it describes the business process owner accountable for delivering the project benefit case to the company and the person to whom the project leader is responsible to deliver the project.
  11. 11. Getting started… - What is the problem? (and how will we know it has been solved?) 1.Defining visions and goals Beware! You will be surprised how many projects that start without a clear understanding of these questions. If a project is action driven rather than goal directed it will be difficult for you as project leader to argue you have delivered a successful project…
  12. 12. Meet your sponsor*… So you have this idea about a project? • Is it your own project idea? • Or is it your sponsor who has an idea for you to lead? Regardless, you and your sponsor must be aligned on purpose and how you define success! What does “good look like”? • Goals, timing, success criteria • “Guess-timate” Business Case -Benefits? -Project cost? Resource estimate * Sponsor is a company specific term, it describes the business process owner accountable for delivering the project benefit case to the company and the person to whom you as project leader deliver the project.
  13. 13. Useful tools& templates What changes can we make that will result in an improvement? How will we know that a change is improvement? What are we trying to accomplish? Business case Charter Resource estimate 3 Q
  14. 14. What changes can we make that will result in improvement? How will we know that a change is improvement? What are we trying to accomplish? 1. Clear goals + well defined scope+ realistic timelines Deliverables , ”output” Timing Purpose. Benefit/ business case In& out of scope? Is there a fixed deadline? 2. The success criteria -How will we know the problem has been solved? -”What does good look like”? -How can you ”proof” that? Benefit tracking model Describe 3. The Plan •Understand the purpose •Create a project plan •Define the problem •Envision solutions •Test solutions, has the problem been solved? How do you know? •Implement new process •Implement new process management controls •Hand over new process to process owner Says who? Project leader & team. Says who? Project leader & sponsor”
  15. 15. Quality management Time& resources Scope Time Resources Scope Time+ Resources+ Scope= Quality 1.Time + Resouces define scope 2. Time+ resources+ scope define quality
  16. 16. An alternative view of quality…
  17. 17. So, how do you build a good relationship with your sponsor? Exercise • What is the sponsor role? • What do you need from a sponsor? • What you think a sponsor expect of you?
  18. 18. Getting started… - What is the problem? (and how will we know it has been solved?) 2.Defining success criteria
  19. 19. $ DESCRIBE! OUTPUT! CHANGE! WHAT DOES IT LOOK LIKE?! Today….Tomorrow…
  20. 20. How will we know that a change is improvement? 2. How will we know a change is an improvement. What does good look like? -How to measure? Verify? ”Proof” •Reduced errors •Improved customer satisfaction •Improved turntime •xxx…. Says who? Project leader & sponsor” Says who? Project leader & team
  21. 21. Now you know what you are going to do... • Purpose, scope, benefit case So HOW are you going to do it?
  22. 22. Select project Establish project leadership team •Clarify purpose, objectives& deliverables, benefit case and success criteria •List enablers and barriers •Identify key people •Make FTE assessment •Recruit and mobilize team •Define process for improvement •Identify measurements, or proof of concept, establish baseline& goals, define benefit tracking model (data collection plan) •Assess risks and dependencies •Create stakeholder map •Define support estimate (resources & cost) •Define milestones& project plan •Establish team management plan •Establish risk & dependency management plan •Create communication plan •Establish project review processes •Hold phase completion review meeting project lead + sponsor+ steering committee Mobilize project- a model Deliverables Mobilize •Project contract •Project plan •Team management plan/ ways of working •Resources estimate •Risk management plan •Dependency management plan •Stakeholder & communication plan Iterative
  23. 23. CHARTER/ CONTRACT PROJECT MANAGEMENT PLAN TEAM MANAGEMENT PLAN RESSOURCE ESTIMATE (amount/cost) RISK MANAGEMENT PLAN DEPENDENCY MANAGEMENT PLAN STAKEHOLDER MANAGEMENT PLAN purpose scope SIPOC stakeholder map objectives/ end deliverables measurements communication plan baseline measurements data collection plan goal performance time line (Gantt) milestones milestone tracking process benefit case benefit tracking model steering committee project team activity plans/ action logs/ RACI sponsors staff resources ressource estimate project leader IT requirements Risk log Gantt chart list of enablers/barriers project team other equipment Risk management plan dependency management plan ressource estimate travel ways of working/ ground rules performance review process Project Management Tools “Check list” end of MOBILIZE phase
  24. 24. Mobilize the team & the organiztion 1. Who should be in the team?
  25. 25. Who should be in the team? • Skills needed? • Personal qualities? • Availability? • Who is the functional manager? • Resource competition? Other ongoing projects? Daily workload? • How to mobilize interest for your project and ensure availability? • How to mobilize your team?
  26. 26. Mobilize the team- project leader“to do list” Action Due date Status Comment List skills and personal qualities I need in my team Set YOUR selection criteria. List potential candidates Check availability with functional manager "How to 'sell' the project idea, possibly engage sponsor at this stage? Check level of interest with potential team candidates Check in what they are working on, work load, holiday plans, etc. Is this person really available? Schedule "kick-off meeting" . How do you mobilize interest for YOUR project? How do you get on top of everybody’s agenda? (hint, it is not about you…it is about what’s in it for them…with their words…) BUT they do not have VETO right, you are in charge, to deliver change…
  27. 27. Mobilize the team & the organization 2. Mobilizing the team
  28. 28. 1st team meeting •What is the task at hand? •What resources will we need to deliver this? Time & resource estimate. Other enablers & dependencies? •How are we going to work together as a team?
  29. 29. Meeting Agenda Topic Desired Outcome & Output Input needed Who Time TOPIC WHAT ARE WE TRYING TO ACCOMPLISH? END GOAL; SUCCESSFUL OUTCOME; WHAT IS THE TANGIBLE DIFFERENCE YOU WILL SEE AT THE END OF THIS SESSION? TANGIBLE OUTPUT WHAT TOOL WILL BE USED? HOW WILL WE GET THERE? WHAT INPUT IS NEEDED WHO OWNS THE TOPIC? WHO CAN PROVIDE INPUT/facts/data? WHO NEEDS TO BE PART OF THE DISCUSSION? Decisionmakers TIMING? Action & Decision Review Read out decisions, actions, owners & due dates – Capture any missing or edit as necessary 5 min
  30. 30. 5 R’s- How are we going to work together? Relationships • How will the team become a team and work as a team •Team building activities •Celebration of successes •Dealing with challenges • Should their be any formal mentoring or coaching within the team, if so how will this take place Range • What is the purpose of the project • What is the scope of the project • What process are you working on? SIPOC • What are the project boundaries – when does it start, stop, or new members come in Results • What will the results of the team work be • The project benefit case • The change Roles • Establish the roles in the team, who is expected to do what, what are they accountable for, and how much time should they use* Rules • What are the rules for “daily business”? ”Getting the job done”, team meetings, giving feedback. Etc.
  31. 31. What resources will we require? Enablers • What resources and support will enable the project? • Including time estimate Barriers • What obstacles or challenges do we have to overcome? Dependencies Other projects that need to be completed? Other dependencies? Who else needs to be involved?
  32. 32. Who will we need to work with? Needs to be involved • To do what and when? (what do we need from them?) • How to engage? Will be impacted • How and when? (today you do this…, tomorrow you will do that) • How to initiate communication? (what do they need from us)
  33. 33. Action log from 1st team meeting Action Responsible Due date Status •Set a date for next team meeting (Project plan workshop) •Actions to rally resources? •Actions to engage with key stakeholders? •Personal “to-do” lists and follow up plans?
  34. 34. Five frogs are sitting on a log. Four decide to jump off. So how many are left? Decisions are worthless … unless you turn them into commitments. Five, because deciding is different than doing.” A note on action logs, and commitment... How to get off the ground…
  35. 35. The role of the project leader…
  36. 36. •Project leadership is a skill that takes time to develop in a person or organization. © 2004 P. W. Ford Remember…!
  37. 37. It is impossible to preserve sanity at work without open communication. Ask and You Shall Receive… Commitment conversations begin with a request “Can you bring the reports to the meeting?” Things can go off track at this early point, especially if you ask without really asking. The typical way to avoid making a clear request is to make a muddled one. -It would be great if… -Someone should… -Do we all agree to…? -Can you try to…? -The boss wants... Assertiveness & communication
  38. 38. Although there are many ways to ask, the most effective ones follow a common pattern: In order to get A (a want or need), I ask that you deliver B by C. Can you commit to that? Well-formed request demands a clear response. There are only three possible answers: -Yes, I commit. -No, I decline. -I can’t commit yet because…, a. I need clarification. b. I need to check; I promise to respond by X. c. I want to propose an alternative. d. I can make it only if I get Y by Z. Anything else is a weasel promise !
  39. 39. Here are some interesting ways by which people often say, “No, I don’t commit.” -Yes, I’ll try. -OK, let me see what I can do. -Seems doable. -Let me check into it. -Someone will take care of it/get back to you…
  40. 40. Recap of day 1
  41. 41. http://www.slate.com/blogs/the_slatest/2013/0 5/23/obama_heckler_video_code_pink_s_mede a_benjamin_interupts_president_obama.html How to handle disruptions… You will find links to more advice on this on page 97
  42. 42. The art & sience of how to start up, manage, and wrap up a project Agenda Day 1 ”Mobilize your project” •Getting started… •Mobilize the team & the organisation •Plan the work *********************************** Day 2 ”Manage your project” •Manage the project •Handover-close down of project
  43. 43. Plan the work… 1.Creating the project plan 2.Setting timelines 3. Identifying risk & dependencies 4. Assign task and responsibilities 5. Define the project management and review process
  44. 44. 2nd Team Meeting Creating the project plan PAGE 41 Month 4 5 6 Project plan Overall timeline 8 9 10 11 12 1 2 2009 3 7 1. Project scoping and team mobilisation Booking on standard terms project 2. Obtaining baseline data* from pilot countries 1st Pilot PDSA4. Kickoff 1st pilot test in Germany in week 47 Tariff cleanup and simplification8. Tariff cleanup and simplification 8 9 10 7. Global roll-out Global Roll-out Scope & team setup Baseline data* Today 3. Conduct on-site workshop in one of the 4 selected pilot countries On-site workshop 2nd Pilot PDSA 5. Kickoff 2nd & 3rd pilot test in India in week 49 3rd - 4th Pilot PDSA 6. Kickoff 4th pilot test in Turkey and Chile in week 50 7. Review results of pilots and design global roll-out package Design global roll-out package Project Timeline workshop Gantt chart High level version (for external communication) Action log 24 10 2/5 Setup detailed training program for process involved Staff 1553 New Pricing Process requires strict governance - if not in place process will break down 6 (3/2) Stagger the implementation (several stages) and focus on non key routes first 1553Destabilization of sensitive markets 15 (5/3) Speed up recruitment new team members 2555 Loss of project team members and/or recruiting new resources delaying the project 20 25 Risk Index (1-25) 5 (5/3) Work closely with Pilot countries and obtain signoff from each country 54 Scope overlap from other global projects might jeopardize business case realization Reporting and Enabling Reports not ready for scheduled roll-out Issue / Risk 5 Impact (1-5) 5 Probability (1-5) Use the delay to align the Yield and tier pricing initiatives Mitigation Issues and risks to milestone plan (Example) 20 (5/4) Risk Index After Mitigation 1-9 10-15 16-25 Risk management plan Who Responsible Accountable Consulted Informed Deliverable Milestone 1 Milestone 2 Milestone 3 Milestone 4 RACI You will find more advice on this is in the specific “Project Plan” handbook in this series.
  45. 45. The project plan Deliverables, timelines, tasks and dependencies 1. Review the purpose of the project. 2. What are the end deliverables? Tangible output. 3. What main “building blocks” are needed to deliver the end deliverables. Tangible output. Milestones. 4. What tasks needs doing to build the building blocks? All required input and activities, including the Maersk Model. 5. What are the dependencies between the building blocks? 6. How long will it take to build each building block? 7. What risks, issues, challenges exist?
  46. 46. DeliverablesMilestones Tasks Tasks Milestones Deliverables Risks? Dependencies? 1. What are the end deliverables? OUTPUT! 2. What are the main building blocks- the ”Milestones” to build? OUTPUT 3. What tasks will need doing? Verb+noun 4. What are the inter- dependencies , between tasks , between milestones? Other dependencies outside the project? 5. How long will it take to build each building block. Deadlines. 6. What risks exist? Competing resources? Review deadlines. 7. Who should be doing what? Accountability and responsibility. RACI 8. Create action logs and personal to-do lists
  47. 47. Who x y z w Activity/task Milestone 1 A+ R Milestone 2 A R I I Milestone 3 C A+R Milestone 4 Milestone 5 Milestone 6 R = Responsible A = Accountable C = Consulted I = Informed RACI Ownership of delivering milestones Minimum Accountable and Responsible
  48. 48. What is reasonable ? • Where to draw the line “accountability to “honour commitments”…? • Project commitments vs “daily business”… • What can you do?
  49. 49. Action log Action Responsible Due date Status
  50. 50. So how do you deliver a project on time and within budget? Exercise: • According to your experience • Create your own guide lines and check lists
  51. 51. Project leader “to- do- list” • Create Gantt chart • Create risk log • Create RACI • Create milestone tracking plan/ VMS template • Create Terms of reference • Set up VMS • Create Team management plan. 1-2-1 with your team. • Create Resource tracking template • Schedule Stakeholder mapping workshop
  52. 52. Template to Identify the Deliverables Milestone Responsible Success criteria Deadline Milestone 1 Milestone 2
  53. 53. 1 2 3 4 5 6 7 8 9 10 11 12 Milestone 1 Milestone 2 Milestone 3 Milestone 4 Milestone 5 Milestone 3 Progress 10% Status Task 1 Task 2 Task 3 Task 4 Task 5 Task 6 Current Status Todays date Next steps Action Due Responsible xxxx yyy zzzzz Risk? Xxx Project Name Start date: April 5th 2013 Estimated completion date: July 2013 Project leader: Name Milestone tracking
  54. 54. Project Risk Log Risk Probabilit y (1-5) Impact (1-5) Risk Index (1-25) Mitigation Risk Index After Mitigation Reporting and Enabling Reports not ready for scheduled roll-out 5 5 25 Use the delay to align the Yield and tier pricing initiatives 20 (5/4) Loss of project team members and/or recruiting new resources delaying the project 5 5 25 Speed up recruitment new team members 15 (5/3) Scope overlap from other global projects might jeopardize business case realization 4 5 20 Work closely with Pilot countries and obtain signoff from each country 5 (5/3) New Pricing Process requires strict governance - if not in place process will break down 3 5 15 Setup detailed training program for process involved Staff 10 2/5 Destabilization of sensitive markets 3 5 15 Stagger the implementation (several stages) and focus on non key routes first 6 (3/2) 1-9 10-15 16-25 Risk management
  55. 55. Terms of Reference – weekly meetings Frequency: weekly, Fridays Venue: HR Meeting room Timing: 60 mins OBJECTIVES: Regular status updates, current status and next steps To review the project plan and action log, to check if we are on track and if not, why and what needs to be done to get back on track, to ensure focus on delivery, swift actions. Team work to ensure we are on the same track and to help each other reach our objectives To capture lessons learned: for continuous improvement and learning; this is going well, this we want to do more/less/ differently next time/ going forward INPUTS+PREPARATION: Standard agenda Project plan+ action log Prepare lessons learned ATTENDEES: Project team AGENDA: What is going well, results delivered this week Review project plan, are we on track? Action log, any outstanding actions? Lessons learned: Yellow hat:this has been going well Black hat: this was not going so well Green hat: we have learned this, next time I will do more/less/this differntly Next steps, possibilities and challenges, actions OUTPUTS: Updated Action log, deliverables/objectives for nxt week Lessons learned Ground Rules: Open & honest Non Judgemental Challenge constructively
  56. 56. The Gantt chart For the project team
  57. 57. The Gantt chart For your audience 1 2 3 4 5 6 7 8 9 10 11 12week Milestone 1 Deadline Milestone 2 Milestone 3 Milestone 4 Milestone 5 (end deliverables) Status
  58. 58. Mobilize the team & the organization… 3. Mobilizing the orgaization
  59. 59. 3rd Team meeting Creating the Stakeholder map & the communication plan • Stakeholder map • Communication plan • Project status reporting
  60. 60. Stakeholder Stakeholder interest in this project What do we need from them? What do they need from us? Level of influence Prepared- ness to support Stakeholder analysis
  61. 61. Stakeholder MatrixStrongLow Challenger Passive Resistor Neutral Active Supporter Leader C: MAXIMUM EFFORT High Priority.. Seek to motivate, generate a sense of urgency via F2F, workshops, WebEx, tailored updates D: KEY PLAYERS Keep satisfied.. Take action to use these individuals as change agents/leaders via F2F, workshops, WebEx, tailored updates B: ENHANCEMENT OPPORTUNITY Keep Informed.. Monitor for ‘under the radar’ changes; consider action to enhance influence A: MINIMUM EFFORT Minimal Efforts required.. Respond to ad-hoc request and inform via team-site/Enable Levelofinfluence(FormalorInformal) Preparedness to support / Interest(Stakeholder’s motivation or enthusiasm to change current status)
  62. 62. Project leader “to do list” • Add communication plan to Gantt chart and RACI
  63. 63. CHARTER/ CONTRACT PROJECT MANAGEMENT PLAN TEAM MANAGEMENT PLAN RESSOURCE ESTIMATE (amount/cost) RISK MANAGEMENT PLAN DEPENDENCY MANAGEMENT PLAN STAKEHOLDER MANAGEMENT PLAN purpose scope SIPOC stakeholder map objectives/ end deliverables measurements communication plan baseline measurements data collection plan goal performance time line (Gantt) milestones milestone tracking process benefit case benefit tracking model steering committee project team activity plans/ action logs/ RACI sponsors staff resources ressource estimate project leader IT requirements Risk log Gantt chart list of enablers/barriers project team other equipment Risk management plan dependency management plan ressource estimate travel ways of working/ ground rules performance review process Project Management Tools “Check list” end of MOBILIZE phase
  64. 64. End of Mobilize •Now you have laid the foundation… •Project management is an iterative process, you will revisit several topics throughout the project cycle
  65. 65. Manage your project Get the job done...
  66. 66. The road to success… •Set Goals •Build relationships •Deliver results
  67. 67. Manage your project 1 a) The Maersk Model • Analyse the problem • Envision solutions • Test the solutions- manage the pilot, has the problem been solved? How do you know? • Engage with your target audience • Introduce change… • What is the change? • Train the organization • Hand over the management controls to the process owner
  68. 68. Manage your project 1 b) Manage your project • Keep your team happy • Keep track of progress • Identify and address risks and issues • Solve problems • Status reporting • Communication with key stakeholders, progress, findings • Prepare next steps
  69. 69. This is the team Xxxx Role, role, role “Organisational chart” •For Communication purposes •For yourself…take care of your team, get to know each and everyone, we all have our little ways…
  70. 70. Hardcore Alignment… also known as “Working with…” •Use this to approach to align with colleagues on communication needs, working relationship expectations, and practical channel preferences. •This is a one to one, ideally face to face, meeting in a quiet spot. •Best to focus on the practical things that will make the working relationship beneficial for both parties. •Share your needs and expectations as well. •This is an example calendar invite to set up the session: "God is in the details". - Ludwig Mies van der Rohe
  71. 71. “Questionnaire” As we are working together in a new context, I'd like to sit down with you one on one and discuss the following points: 1 - What are your expectations from me as a colleague? 2 - What do you need to know from me? 3 - What is your preferred channel to receive information? 4 - Share what I expect 5 - Share what I need to know 6 - Share what the communication channels I prefer Slide no. 73Department
  72. 72. Working with… (replace “…” with the name of colleague) … needs to know… … will proactively share with me… … expectations are… … preferred channel… Focus on understanding from your colleague, the practical topics that your colleague needs to know from you. Asking, within the scope of my current role, what do you need to know from me? What information can I share with you to make your life easier… make your team run more smoothly… Share your communication needs from your colleague and their team. Be as detailed as possible. Agree any timing requirements for the communication or sources to proactively reference. This could get fluffy, so use examples around your expectations to set the tone. Set the scene, “to ensure the best possible working relationship, let’s share our expectations from colleagues” Ask, What do you expect from me?… How do you like to work with colleagues?… This is really practical and can help get better turn around on decisions, improve collaboration, avoid the little annoyances that get ever so real for us as colleagues. Use your preferences as an example. “I prefer you email actions so I can add them to my calendar to complete” or “Don’t leave me voice mail, I’ll return your missed call” Ask, What is your preferred channel of communication?… Do you listen to voice mail?... Do you use Office Communicator? Etc.
  73. 73. The Global Service Center power point team, MNLGSCANLPPT, can type this up for you… see next slide
  74. 74. Working with Tine - Example Tine needs to know… Tine will proactively share with me… Tine’s expectations are… Tine’s preferred channel… What customers are selected? -Martin When are we testing? -Martin (Timeliness) Who will do what for customer contact? Wants Karina & I to be coordinated Who are we interacting with? Karina Communications Plan & Execution Survey approach & needs Received ppt & webex content To be told if I am annoyed or pissed off Ask for info directly Quickly & directly raise concerns Question what we do… Discuss with team directly Email is primary Phone ok – doesn’t listen to voicemail Gets annoyed if emails not answered
  75. 75. Task Name: Why is this important? Specifics: (SMART) What does success / completion look like? What are the criteria for success? What report-back / update checks to you want? At what intervals will you provide feedback? When does it need to be completed? Is there time to redo the job, if it doesn’t meet expectations? Do I have the experience, knowledge and skills to complete? What are the consequences to not delivering on time? What do I get out of this? What is the gain for the team? What resouces do I need? Delegation
  76. 76. Performance dialogue • 1-on-1 with your team members • Be clear on your role • Collaborative, find solutions
  77. 77. So how do you support your team to enable them to deliver on time? Exercise: • Write your own set of guide lines
  78. 78. PEX Project Charter & Contract Template  How are you feeling? What have been the successes and challenges this past week? Have we successfully addressed the challenges and action points from last week? This is how I see your performance from this past week: … … How do you see my performance as your manager this past week –what can I learn or improve on? What challenges and action points should we raise for this week? What else/specifically can I do to support you? Weekly performance dialogue with team members
  79. 79. Keeping track of things... •Progress on tasks, milestones. The Project Plan. Socio- emotional issues… •Mitigate risks, handle issues •Making sure you are on track, in line with the plan •Keep sponsor and key stakeholders informed •Prepare next steps… •Identify issues- decide ACTION
  80. 80. Project plan, stakeholder map, risk log maintenance • Review project plan weekly • But who has authority to move deadlines and change goals? • Review stakeholdermap ”frequently”, are they moving? How do you know? • Identified risks require mitigation plans • Identified issues require mitigation actions
  81. 81. 1 2 3 4 5 6 7 8 9 10 11 12 Milestone 1 Milestone 2 Milestone 3 Milestone 4 Milestone 5 Milestone 3 Progress 10% Status Task 1 Task 2 Task 3 Task 4 Task 5 Task 6 Current Status Todays date Next steps Action Due Responsible xxxx yyy zzzzz Risk? Xxx Project Name Start date: April 5th 2013 Estimated completion date: July 2013 Project leader: Name
  82. 82. Manage risk and issues Project Risk Log Risk Probabilit y (1-5) Impact (1-5) Risk Index (1-25) Mitigation Risk Index After Mitigation Reporting and Enabling Reports not ready for scheduled roll-out 5 5 25 Use the delay to align the Yield and tier pricing initiatives 20 (5/4) Loss of project team members and/or recruiting new resources delaying the project 5 5 25 Speed up recruitment new team members 15 (5/3) Scope overlap from other global projects might jeopardize business case realization 4 5 20 Work closely with Pilot countries and obtain signoff from each country 5 (5/3) New Pricing Process requires strict governance - if not in place process will break down 3 5 15 Setup detailed training program for process involved Staff 10 2/5 Destabilization of sensitive markets 3 5 15 Stagger the implementation (several stages) and focus on non key routes first 6 (3/2) 1-9 10-15 16-25
  83. 83. So how do you manage an ever- changing world? • Things “beyond our control”? • Ever changing resources • Keeping track of things… Dear God give me the serenity to accept the things I cannot change, The courage to change the things I can, And the wisdom to know the difference
  84. 84. Resource tracking
  85. 85. Status reporting/ VMS • The famous “One pager” • Benefit tracking! Tailor make to suit your audience… • A note on “over communication” • Information v.s. communication • Addressing risks, issues, problem solving, always good to have an idea… • Be open about your challenges?
  86. 86. Communication with your target audience… • Status reporting to key stakeholders, keep informed, attention span, engagement… • Change management, information & communication • Who has VETO? Does everybody have a say? Who “knows best”…? How to handle feedback. Volounteered info you didn’t ask for. Feeback you have asked for…. • How do you create acceptance, buy-in and commitment? • How do you know the level of acceptance, buy-in? Commitment?
  87. 87. Changing the way we do things around here… • What is the change… 1. Where are we starting from? 2. Where are we going? 3. Why? What’s in it for the customers, for your audience. 4. What is the change…
  88. 88. What is the change? What is the learning need? • What does your target audience need to learn? • How will you train them? • How will you know they have learned, bought into, accepted and committed to a new process? • A word on VETO…
  89. 89. Handing over… • Project closure… Learn more about this in the “Change Management” in this series
  90. 90. Process management controls • No handover without process management controls • No new process without process and result measures • How do you know your process owner has full understanding and ready to take ownership?
  91. 91. “The art of communication is the language of leadership.“ James Humes
  92. 92. So how do you achieve sustainable change? Exercise: • Write your own guide lines
  93. 93. Learn more, suggested reading Articles, books, websites. Check in with me and get your free copy • Learning Styles, e.g. The 4 MAT System • Coat of Arms Assignment- Get to know yourself and your colleagues • Personal Communication Styles Inventory: coachinc.com • Who am I- SCANDEVO • The Nine Boxes- An interviewing technique to really understand your stakeholder. GoAgile • Flirting with your customers. GoAgile • Are you an upholder, a questioner, a Rebel or an Obliger? gretchenrubin.com • Assertiveness. Working WITH People Not Against Them • How to write an email that gets the job done. • How to prepare a “Kick off meeting” • How to be Successful in Meetings • HBS: Elevator Pitch • HBR: How to Listen When Your Communication Styles Don’t Match • Handling Questions • Keys to Effective Listening • Guideline Active Listening • Consultative Problem Solving Model The Villard Group Inc • Collaborating with Non Collaborators. ProjectConnections Blog • Managing Disruptive Behavior. The Villard Group Inc • How to Spot and Deal with Passive- Aggressive • How Will I Be a Better Coach • Good Coaching Questions • Monthly Performance Review Meeting documentation Tool
  94. 94. Feedback to me. Next PM training. Do More, less, differently?
  95. 95. This is what I have learned… Learning Log Project Management Training
  96. 96. I will start doing this? I will stop doing this? I will do this differently in future Learning Log Project Management Training

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