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Thursday, June 1, 2017Thursday, June 1, 2017
Presentation on Strategic Project Oversight Process
Transforming Plans Into Action
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Transforming Plans Into Action
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Session Agenda
Agenda Item Clock
I. Welcome and introductions 5 minutes
II. Overview of strategic planning linked to project management
15 minutes
III. Project Planning Fundamentals / Work Session 30 minutes
IV. Project Planning – Other Considerations• Risk Analysis• Change Management / Communications
15 minutes
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V. Presenting Project Plans to SPOC 15 minutes
VI. Questions and Wrap Up 10 minutes
Question
• What project examples (without naming ( gnames or pointing fingers) have you seen that didn’t go well?
– SIS projects?
ERP projects?
3
– ERP projects?
– Digital Curriculum Adoption projects?
Question
• What project examples (now you can point ( y pfingers and name names) have you seen that went well?
– SIS projects?
ERP projects?
4
– ERP projects?
– Digital Curriculum Adoption projects?
Discussion
• What made the difference?
• What does this tell us about how to manage projects?
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Definitions
• Process – how work gets done
• Project – one‐time effort with a beginning and end
• Project Management Process – how projects are managed
• Process Management Process – how processes are managed
• Strategic Project Oversight Committee (SPOC) – the
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executive leadership that sits in the center of the strategic planning and project management process
What is a Process?
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What is a Process?
A process is an activity or group of activities that:
• Uses an input
• Adds value through work steps
C f
activities that:
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• Creates an output for a customer
Example – Simple Process
Writing a Memo:
Information in your mindInformation in your mind
Draft memo on computerDraft memo on computer
Proofread memo
Proofread memo
Print memoPrint memoInformation on paper
Information on paper
Making Dinner:
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Refrigerator contents
•Raw veg
•Herbs
•Stock
Refrigerator contents
•Raw veg
•Herbs
•Stock
Chop vegetablesChop vegetablesStir veg, herbs and stock together in
pot
Stir veg, herbs and stock together in
pot
Cook on medium for 30 minutes
Cook on medium for 30 minutes
Soup for dinner!Soup for dinner!
Example – Complex Process
Payroll O t tInputs:• Timesheets• Pay Rates
PayrollProcess
Outputs:• Paychecks• Data
Inputs: Scheduling O t t
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Inputs:• Students• Teachers• Classrooms• Courses
SchedulingProcess
Outputs:• Student Schedules• Teacher Schedules• Data
Table Exercise
• Turn to your neighbor and discuss a process that you routinely do in your work or personal life
• Mowing the lawn• Getting prepared for work in the morning• Developing a monthly reportC l ti h l i t l
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• Completing a school improvement plan
• What works well about the process?• What doesn’t work so well – and how do you know?
Strategic Planning and Project Management as Leadership Processes
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Strategic Planning Process
“An organizationgachieves success in its goals and excellence in its operations not by good fortune or hard work but by focused effort on
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hard work, but by focused effort on the right things.”
Strategic Planning Process
Things Every Organization Should Know
Why do we exist? ↔ Mission
Wh t d t f t t l k lik ? Vi iWhat do we want our future to look like? ↔ Vision
What do we need to accomplish? ↔ Goals and Objectives
How are we going to do it? ↔ Strategies
How will we implement our Strategies? ↔ Projects
How will we know our Strategies are working? ↔
Measures, Baseline and Targets
14The Strategic Planning Process will help you identify the “right things”!
Are we going to meet or exceed our targets? ↔ Leading Indicators
Did we reach our Objectives? ↔ Lagging Indicators
What changes should we make along the way? ↔
Adjust Strategies and Objectives
Planning and Implementation is a Process
•Are our efforts ff i ?
•What should we focus on?
effective?
PLAN DO
STUDYACT
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•What can we do to improve results?
•How do we need to adjust our plans?
Model for Successful Strategic Plan Implementation
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The Strategic Project Oversight Process
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Strategic Planning – An Ongoing Process
The process:
• Paints a vision for the future that helps participants see i l f i h h h lpotential for improvement that they can help create.
• Brings clarity to where an organization is headed.
• Focuses an organization’s efforts around a set of common goals that further refines and defines the vision.
• Identifies the specific strategies that will be employed to accomplish the vision and goals
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accomplish the vision and goals.
• Turns the strategies into projects to be sure they are actually implemented with fidelity.
Strategic Planning – An Ongoing Process (cont.)
The process (cont’d):
• Uses an executive project management oversight method to keep things on track to success.
• Creates a “living,” ever‐changing plan that supports a continuous plan, do, check, act cycle, rather than creating a static plan that sits unchanged on the
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website all year.
It is all about the process, the plan itself is secondary.
Strategic Planning Process
When done as a process, strategic planning supports many aspects of a high‐performing organization:
• Allows effort to be focused
• Identifies efforts that are not strategic
• Eliminates unnecessary work
• Enhances leadership and management
• Increases professionalism
• Facilitates communication of progress, needs, and challenges
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• Improves alignment of effort
• Focuses everyone on results and the key ingredients
• Encourages continuous improvement
Table Exercise
• Turn to your neighbor and discuss your district’s planning process
• Is it continuous?• Does it link to and inform school and department improvement planning?
• Does it drive the work of the district – or does it occupy shelf ?
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space?• Do leading indicators inform the need for strategy changes?
• What works well about the process?• What doesn’t work so well – and how do you know?
What is a Project?
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Project Definition
Project – an initiative with clearly defined scope and discernible beginning and end initiated to implement your strategiesyour strategies
• Projects give legs to the Strategic Plan. Implementing new strategies will often require new processes to be created.
• Important strategic projects identified in the planning process should be managed by a specific form of the Executive
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should be managed by a specific form of the Executive Leadership – SPOC – that meets regularly for the sole purpose of managing the projects and reviewing the leading and lagging indicators for the plan.
Projects and Processes – What’s the Difference?
Projects often enhance, create or re‐engineer processes
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Examples of Projects
• Creating a Leadership Academy
• Improving the teacher recruitment, hiring, and retention process
• Implementing an instructional management system
• Moving to competency‐based progression
• Implementing a data dashboard for teachers
• Implementing a school choice program
• Moving from textbooks to digital curriculum
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• Moving from textbooks to digital curriculum
• Implementing a new student information system
• Implementing a new payroll system
Strategic Project Oversight Differentiators
This approach to strategic planning and execution is very thorough and includes several differentiators that are worthy of note:
• It is predicated on the belief that strategic planning is an ongoing, continuous process that drives resource planning financial planningcontinuous process that drives resource planning, financial planning, project management, performance management and organizational metrics.
• The final stages of the planning process establishes and prioritizes the projects required to implement the plan.
• It uses a simplified approach to project management with terms, templates and methods tailored to the education community.
Th E ti L d hi f th i ti ti i t i kl
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• The Executive Leadership of the organization participates in a weekly, carefully facilitated project review session to monitor implementation and actively address issues and barriers that get in the way of projects.
• It teaches key employees how to be good project managers, not as a separate job title but as a part of their regular job.
Strategic Project Oversight Differentiators
The most important differentiator is:
• It organizes the work required to implement the plan into clearly defined projects and trains the organization in anclearly defined projects, and trains the organization in an executive‐level project oversight (or governance) process.
• This process immediately begins the work of launching and monitoring the projects to ensure that the plan never becomes “book‐shelf material”.
• For dozens and dozens of education organizations, this last step has proved to be the most valuable and appreciated,
h h l h h l d
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since it ensures more than anything else that the plan is acted upon.
• This last step turns the plan from a document into an ongoing process.
Management Systems
• Strategic Planning Process
• Project Management/Plan Management Oversight Committee Process
• Senior Management and Principal Appraisal Process
• Budget Alignment Process
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• Continuous Improvement Process
• School Improvement Planning Process
It’s About Execution –Work Tracking and Monitoring!
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Importance of Managing Projects
Project management tools ensure clarity of scope and expectations for the project teamthe project team.
Delivery on schedule, on budget with 100% accuracy for every project requires structure and tools.
Common terminology and formats will help the executive team oversee the
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help the executive team oversee the many projects required by the plan.
Table Exercise
• Turn to your neighbor and discuss the types of projects that might be appropriate for your district
• What projects might be needed in the operations
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p j g pareas?
• What types of instructional or curriculum related projects might be appropriate?
The Project Environment and the Role of Executive Leadership
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Project Environment
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Who Assures that Efforts are Focused?
Strategic Project Oversight Committee (SPOC)• Special executive leadership group focused exclusively on the
management of strategic organizational initiatives
• Members should be involved in the Strategic Planning Process
• Large enough group to represent significant organizational expertise
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• Small enough group to make efficient decisions
• Meets weekly at an established day and time
• SPOC members are the sponsors for the strategic projects
Strategic Project Oversight Committee
Manage strategic organizational initiatives to successful conclusionsuccessful conclusion
Issue identification, assignment, tracking, and status checks: An issues database will be used to track and review the issues
Limited resources need to be balanced across a number of competing initiatives
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number of competing initiatives
Leading and lagging indicators should be tracked on a quarterly basis
Role of the SPOC
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Project Oversight and Support – SPOC
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Roles in the PMOC Process
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Project Management Work Environment
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The Project Management Process
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The Project Management Process
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Why Have a Project Management Process?
Project management tools ensure clarity of scope and expectations forclarity of scope and expectations for the project team.
Delivery on schedule, on budget with 100% accuracy for every project requires structure and tools.
C i l d f ill
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Common terminology and formats will help the PMOC to oversee the many projects required by the Plan.
Project Management Tools and Forms
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The Project Agreement
Common format for describing all projectsFacilitates Project Planning Process:
•Clear statement of desired project outcomes•Alignment of project outcomes to strategic plan•Deliverables, milestones, and accountability•Project staffing and organization•Dependency and Risk Mitigation•Budget and Communication Plan
Facilitates Executive Oversight Process:
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Facilitates Executive Oversight Process:•Simplifies oversight of multiple projects•Project Agreement Scope of Work is the PMOC Status Report
The Plan is the Project. The Project is the Plan.
Project Charter
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Completing the Project Charter:Define Your Desired Result
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Project Scope of Work / Status Report
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The Purpose of the Project Management Oversight Committee
To identify, approve, andoversee the progress on the
projects necessary to carry outthe Plan.
h l l d h
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The PMOC also monitors measures related to the Plan to keep the measures on target.
Project Management Oversight Committee
Issue identification, assignment, tracking and status checks: An issues database will bestatus checks: An issues database will be used to track and review the issues.
Plan measures should be tracked on a quarterly basis.
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Group norms should be established for the work of the PMOC.
PMOC Best Practices
Plan is not additional to the work ‐ it is the work
E i i i l i Engage in constructive tension – always strive to make the project better
Deliverables are nouns
Spread deliverables/milestones throughout the year don’t bunch them around June 30
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year, don t bunch them around June 30
Try to have some milestones due each month
Use the change control process
PMOC Project Presentations
Project Managers and Teams should:
l d d bl l Keep presentation material understandable ‐ use color coding and simple charts that make the material understandable at a glance.
Use the following format for the presentations using the Project Status Report from the Project Agreement:
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the Project Status Report from the Project Agreement:• Deliverables completed (to date over the past period)
• Upcoming deliverables
• Issues that require PMOC assistance
• Build in the “So What” questions during your presentation
PMOC Project Presentations
Project Managers and Teams should:
Stay within the allotted time (20 minutes) for your PMOC agenda item ‐ allowing time for questions
Rehearse your PMOC presentation
Know who does each part of the presentation and be sure they stay within their allotted time
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sure they stay within their allotted time
Stay on subject ‐ do not stray in your conversation from the designated agenda item
Bring handouts for each PMOC member and your team
Presenting to SPOC
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SPOC Review Process
Project Managers and Teams should:
Keep presentation material understandable ‐ use color coding and simple charts that make the material understandable at a glance.
Use the following format for the presentation:
① D li bl l t d (t d t th t
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① Deliverables completed (to date over the past period)
② Upcoming deliverables
③ Issues that require SPOC assistance or attention
SPOC Review Process (cont.)
Stay within the allotted time (20 minutes) for your SPOC agenda item ‐ allowing time for questionsg g q
Rehearse your SPOC presentation
Know who does each part of the presentation and be sure they stay within their allotted time
Stay on subject ‐ do not stray in your conversation from the designated agenda item
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from the designated agenda item
Bring handouts for each SPOC member and your team
Project Management Process
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What to Look for in Project Management
• Is there a list of prioritized projects?
• Is there a designated team to oversee the Plan’s progress and projects (SPOC)?
• Does the SPOC meet regularly?
• Are project charters being developed?
• Are the project charters clear and concise?
• Are there regular reviews of the projects?
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• Are the SPOC meetings conducted in such a way as to be supportive of the projects?
• Does the SPOC regularly review the Plan’s leading indicators?
Closing Comments and Next Steps
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