Rosemary Maellaro, Ph.D.September 14, 2013

Project Management

Skills

Team Leadership

Successful Fund-Raising

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Agenda• Project Management

• Process• Focus on planning

• Teams• Development• Leadership • Effectiveness

• Avoiding pitfalls

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What is a Project?A temporary endeavor undertaken to produce a unique product, service or result

Project Management Institute

If it has: • A specific and desired outcome • A deadline or target date • A budget that limits resources

Then: It is a project

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Project Management Components• Performance:

• What are the boundaries of your project?• What is the desired outcome?• What level of quality is expected?

• Schedule• How long do you have?

• Cost • How much $ do you have?

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The Project Management Process

1. Initiating

2. Planning

3. Executing

4. Controlling

5. Closing

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Initiating1. Why are we doing this?

2. What are the goals and objectives

3. How does this fit with other projects?

4. What is the expected benefit?

5. What exactly are we going to do?

6. Who is impacted / must be involved?

7. How will we know when we are done and if we were successful?

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The Importance of Planning

Time

“Pain

” (E

ffort

, C

ost

, D

ifficu

lty,

…)

Thorough, effective planning

No, poor, and/or incomplete planning

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Effective Project Planning• Plan to plan

• Include key people who will implement the plan

• Use SMART Goals

• Be prepared to re-plan

• Plan for contingencies

• Continually monitor progress

• Have a plan to measure success

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SMART Goals

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Project Planning Steps• Project Charter

• To clarify project and serve as a roadmap

• Work Breakdown Structure• Define what needs to be done

• Sequencing Diagram• Determine the logical order of tasks

• Project Schedule• Tasks, timing, and duration at a glance

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Project Charter• Paints the big picture

• Purpose, mission, vision• Goals and objectives• Milestones

• Defines project scope

• Describes team processes• Communication• Decision-making

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Work Breakdown Structure• Captures all tasks needed to complete the

project an organized way

• It is not a to-do list, project plan, or schedule

• Start with goals / objectives from the project charter• Deconstruct into manageable work packages

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Sequencing Diagram• Shows work visually

• Ideally completed by the team

• Should answer three questions:1. For each task, what other tasks must be

completed first?2. For the project, what tasks could be done at the

same time (concurrently in parallel)3. For the project, what tasks need an external

event or task to complete before it can start?

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First Next Last

Project Schedule

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• A tool that merges all work tasks to be performed, their relationship to each other, and their estimated duration

• WBS and Sequencing diagram are key inputs

• Goals of the scheduling process:• Complete• Realistic• Accepted • Formal

Final Project Management Steps• Executing

• Coordinating people and resources to implement the plan

• Controlling• Monitoring and measuring progress

• Closing• Bringing campaign to an orderly end• Lessons learned assessment

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Effective Project Managers• Manage people and process

• Plan, organize, lead, and control

• Are working members of the team

• Engage everyone

• Enable Others• Run interference for team members• Obtain necessary resources• Act as a buffer for outside disturbances

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“A small number of people with complementary skills who are committed to a common purpose, a set of performance goals, and an approach for which they hold themselves mutually accountable”

Katzenbach & Smith

Definition of a Team

© Bruce Tuckman 'Forming Storming' concept 1965. Diagram Alan Chapman 2004-8. A free learning resource from Businessballs.com.

forming

storming

norming

performing

1

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Team Development Model

Stage Theme Description

Forming Awareness Orientation, testing, dependence

Stage Theme Description

Forming Awareness Orientation, testing, dependence

Storming Conflict Emotionality, resistance

Stage Theme Description

Forming Awareness Orientation, testing, dependence

Storming Conflict Emotionality, resistance

Norming Cooperation Cohesiveness and standards

Stage Theme Description

Forming Awareness Orientation, testing, dependence

Storming Conflict Emotionality, resistance

Norming Cooperation Cohesiveness and standards

Performing Productivity Functionality

Stage Theme Description

Forming Awareness Orientation, testing, dependence

Storming Conflict Emotionality, resistance

Norming Cooperation Cohesiveness and standards

Performing Productivity Functionality

Dimensions of Development• Each stage builds on the previous one

• Stages overlap and can repeat

• Each stage prepares for the performing stage

• Skipping a stage effects performing negatively

• Time spent in each stage depends on:• Nature of the team• Members• Leadership

Parallel Development Paths• Tasks

• Team purpose• Planning work• Organizing and completing tasks• Measuring progress toward goal

• Relationships• Feelings

• Expectations

• Problems with one another

• Commitments

• Assumptions

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Team Norms

• A set of rules or guidelines to shape the interaction of team members • Making decisions• Assigning work• Holding each other accountable

• Purpose: • Guide team member behavior• Assess interaction effectiveness• Address dysfunctional behavior that negatively

impacts the team

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Team Norm Essentials• Team members as coworkers

• Team member communication

• Team member interaction in meetings.

• Team organization and function

• Team problem solving, conflict resolution, and decision making

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Team Leadership Imperatives1. Don’t stray from mission or vision

2. Don’t tolerate unacceptable behavior

3. Don’t allow self-interest to prevail over mutual interest

4. Don’t allow fear to control team behavior

5. Don’t allow cliques to control team dynamics

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Team Leadership Imperatives

6. Don’t shy away from conflict

7. Don’t accept lack of trust as an excuse

8. Don’t let people play it safe

9. Don’t be stingy with information

10.Don’t neglect process in a rush to get results

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• Goals• What the team aspires to achieve

• Roles• The part each member plays in achieving goals

• Procedures• Methods that help the team conduct its work

• Relationships: • How team members “get along” with each other

• Leadership• How the leader supports team achievement

Assessing Team Effectiveness

Team Effectiveness

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Project Pitfalls to Avoid• Weak / ineffective leadership

• Hidden agendas

• Unmanaged expectations

• Ineffective communication

• Insufficient planning

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Thank You!Rosemary Maellaro, Ph.D.

Assistant Professor of ManagementUniversity of Dallas College of Business

rmaellaro@udallas.edu

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