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4/17/2018
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Valerie M. Grubb, Principle
www.valgrubbandassociates.com
Valerie M. Grubb, Principalwww.valgrubbandassociates.com
vgrubb@valgrubbandassociates.com
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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Defining your End Goal
Does the customer always provide clear expectations of their end goal?
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Defining your End Goal
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
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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)
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) 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
Requirements 1.1.1 Maintain 20% profit margin
Goal Breakdown Example
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Defining your End Goal
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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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
1. Creating your Project Plan2. Roles and Responsibilities3. How will the Team Communicate4. Risk Management
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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
Roles & Responsibilities
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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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Roles & Responsibilities
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
1. Creating your Project Plan2. Roles and Responsibilities3. How will the Team Communicate4. Risk Management
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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
1. Creating your Project Plan2. Roles and Responsibilities3. How will the Team Communicate4. Risk Management
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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
1. Creating your Project Plan2. Roles and Responsibilities3. How will the Team Communicate4. Risk Management
Final Questions?
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Project Management Case Study
Project Closure
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Project Management Lifecycle
1 - Initiation2 - Planning3/4 - Executing/Monitoring5 - Close-Out
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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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Leading your Project Team
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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Leading your Project Team
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??
Leading 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?
Leading your Project 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?
Accountability of Team Members
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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
Accountability of Team Members
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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.
Accountability of Team Members
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What if you try all these tactics and the project team member is still not
participating and meeting deadlines?
Accountability of Team Members
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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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Communicating with Stakeholders
Two “Levels” of Communication:
1. Strategic Overview2. WIIFM
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Communicating with Stakeholders
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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Project Management Lifecycle
1 - Initiation2 - Planning3/4 - Executing/Monitoring5 - Close-Out
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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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