managing projects and people summary define the scope plan the goals, milestones and deliverables...
TRANSCRIPT
Managing Projects and People
Summary
• Define the scope• Plan the goals, milestones and deliverables• Determine each person’s realm• Assign work• Monitor progress• Structure meetings• Communicate with client
Projects
A project is defined is a collaborative enterprise, involving research or design, that is
carefully planned to achieve a particular aim
Projects
A project is defined is a collaborative enterprise, involving research or design, that is
carefully planned to achieve a particular aim
Meetings
• Quarterly Planning• Monthly Strategic• Weekly Tactical• Daily Check-In
• Client Update
Meetings
• Structured• Rules• Encourage Conflict
Meetings
• Quarterly Planning– Scope– Vision– Goals– Projects– People
• Come Prepared
Main Roles
VisionaryCEO
Integrator(President)
Revenue Operations Finance
• Pick a team leader• Role:– Document vision (aim)– Document milestones (plan)– Monitor & report progress (collaboration)– Communicates with client– Conduct meetings
Step One – Integrator/Leader
Step One – Team Assignments
• Team assignments/buy-in– Realm– Responsibilities
• Do they:– Understand it?– Want it?– Have the capacity to do it?• Intelligence, skills, time, etc.
Quarterly Planning
Exercise 1 – 10 minutes
• Pick a team leader• Assign team members– Document vision• Team• Individual
Step Two - Scope
SCOPE
RESO
URCE
S SCHEDULE
FEATURES
Step Two – Scope
THEMES
Step Three – Goals & Milestones
• Treat Goals as puzzle pieces• Milestones are steps towards the goal, may
not be owned by goal owner• S- Specific• M- Measurable• A- Assignable• R- Realistic• T – Time-based
Quarterly Planning
Step Three – Goals & Milestones
CORPORATE
Revenue, Cash, Sales Calls, Surveys Completed, Interviews, Pages Written
Step Three – Goals & MilestonesDEPARTMENTAL
Step Three – Goals & MilestonesDEPARTMENTAL
Step Three – Goals & MilestonesDEPARTMENTAL
Exercise 3 – 20 minutes
• Define goals for each person• Define milestones• Set end date for all
• Each person gets a color• Goals on big notes• Milestones on small notes• Stick to giant wall calendar- three months out
Step Five – Post It
www.stormboard.com
Quarterly Planning
• Post it
Exercise 4 – 5 minutes
www.stormboard.com
Quarterly Planning
Step Six – Do It
• Meetings– Be provocative, set up drama, intrigue and
urgency– Encourage conflict, push for it– Provide encouragement and permission
Step Six – Do It
• Daily Check-In– Every day if possible, standing, 5 minutes– Check in email for remote employees
• Update– Daily activities– Assistance needed
• No discussion or problem solving (hard for guys)
Step Six – Do It
Exercise 6 – 5 minutes
• Do a check in meeting
Step Six – Do It
• Weekly Tactical- 1-1.5 hours– Lightning round with top priorities• No detail
– Progress review- key metrics, progress– Real-time agenda• Choose discussion items based on progress review• Pick most important topics
• Set-up 15 min, discussion 1 hour – 1.25 hours
Exercise 7 – 10 minutes
• Do a tactical meeting agenda
Step Six – Do It
• Strategic Meetings– Operating companies- monthly or ad hoc– Consulting- more frequent/with client
• 1-2 hours• Agenda set in advance• Discuss progress and critical strategic issues
Client Management
• No surprises• Regular communication• “Fix it” face-to-face
• Status reports:– What you are working on– What has been completed– Strategic agenda– Information/approvals needed
Exercise 8 – 10 minutes*
• Create a status report
Quarterly Review
• Review each goal with employee– Responsibility– Agreed-Upon Criteria– On Time– On Budget
• Realign with organization• Tie to bonus program (if possible)• Recognize for exceptional service
Quarterly Review
Quarterly Review
Quarterly Review
Quarterly Review
Quarterly Review
Summary
• Define the scope• Plan the goals, milestones and deliverables• Determine each person’s realm• Assign work• Monitor progress• Structure meetings• Communicate with client
Mike Moyer