Project Management Training Concepts—Q&A

John AaronApril 12, 2007

© 2007 Milestone Planning & Research

All Rights Reserved

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About Your PresenterWorked in:

•Electronics Manufacturing

•Marketing

•Academia

•Consulting

•Contract Project Management (primarily IT and ERP)

•Project Management Training and Education

•Software Tool (SKAT)

Trained an estimated 2500 project managers and executives

Own Business since 1995

http://www.proj-mgmt.ushttp://www.proj-mgmt.ushttp://www.proj-mgmt.us

Key Key Project Management Project Management Training QuestionsTraining Questions

•What does success mean?•Who gets trained?•What is the content•How should people be trained?•Other?

Presentation is from an “ought to” standpoint.

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What Does Success Mean?

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Possible Success Definitions?

• Learning

•Becoming Certified

•Better Project Performance

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Types of Performance Improvements

Quantitative Anecdotal

•“Things are better on project x”

•“Management is happier.”

•“The team made its due date.”

•“Project Management is no longer an issue.”

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The Who

●

● ● ●

● ● ● ● ● ● ● ● ●

●●● ●●● ●●● ●●● ●●● ●●● ●●● ●●● ●●●

The Who: Those Who Perform Project Management

Project Sponsor/Senior Manager(s)

Team Leads

Project Managers

Functional Team

m/d/ym/d/y

Learning Together Simultaneously is Helpful Because Most Organizations Are Multi-Project Environments

I P E C

I P E C I P E C

I P E C

I P E C

Resources for Operations

Proj ABC

Proj DEF

Proj GHI

Proj JKL

Proj MNO

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The What and The How

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A Standard for the Delivery of Instruction

and Training to Knowledge Workers:

The OJEISM Method

A Modern Day Apprenticeship Approach to

Improving Knowledge Transfer, Productivity and

Outcomes Assessment

John M. Aaron

OJEISM is a patent pending business method

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The Standard Contains Instructional Criteria that Trigger Apprenticeship

Components for Courses, Workshops or

Programs

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Classroom On the Job

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Integration Management

PMBOK

Management Elements and Tools

Comm

unica

tions

Human

Res

ourc

esSco

pe

Time

(Sch

edul

e)

Cost

Qua

lity

RiskPro

cure

men

t

Key Executive Sponsorship Principles

Project Management

Program Management

Portfolio

Management

DetailDetail

Quality Gates

The Cybernetic Process

Freedom Within Structure

Managing By Fact

Communicating The Vision

The Matrix

Leading Under Adversity

OPM3

Our Framework

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“We've Zero, of course.He's the central brain, the world's brain. He's liquid, you see. His waters touch all knowledge. Everything we ask has become so complicated now. He flows out into all our storage systems. He considers everything. He's become so ambiguous now, as if he knows nothing at all”.

We Don’t Need Project Management To Become Overly Academic

Consider this line from the original version of the movie Rollerball

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Let’s Review My Course Outline for Classroom Instruction

Initiating PlanningExecuting,

Monitoring, Controlling

Closing

m/d/ym/d/y

Resources

Budget

Activities (Scope)

RIS

K

Quality

Schedule

•Detailed Product Requirements

•Detailed Project Plan

•Recalibrate Expectations

•Commitments made subject to understanding of scope and risks

•Change control in place

•Product is stable

•Steady state operations

•Value attainment steps underway

•Lessons learned

•Redeploy resources or prepare for next release

Des

ign

Bui

ld

Tes

t

Dep

loy

Interim Deliverables Product Release

•Business Case

•Charter

•Approvals

•First Cut Expectations

•Ready for planning

•Scope Statement

Refers to major milestone

Progressive Detailing of Plan

Life Cycle Components of a Technology-Based Project “Phase Deliverables” and States of Readiness Become the

Part of the Instructional Strategy

PMBOK Project

Planning Framework

In class exercises on each as applied to real projects

Project Plan Including Scope Statement

Time now$

Time now

Time nowPlan

Forecast

Actual

Managing ExpectationsChange Control Process

Recovery or Re-plan

Req #1Req #2

D

B

T

DReq #K●

# Requirements Designed

Time

Issue Log

Escalation Process Status Reporting

Project Plan Including Scope Statement

Time now Variance$ Time now

Time nowPlan

Forecast

Actual

Managing ExpectationsChange Control Process

Recovery or Re-plan

Req #1Req #2

D

B

T

DReq #K●

# Requirements Designed

Time

Issue Log

Escalation Process Status Reporting

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Adding Actual Project Examples to Give Insight as to

How to Deal With Complexity….

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More On The How

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27

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Deliv

erab

le e

xpla

ined

Demon

stra

tion

or

Illus

tratio

n pr

ovid

ed

Know

ledg

e of

Applic

atio

n te

sted

Pract

iced

on

limite

d sc

ale

Corre

ctiv

e

feed

back

pro

vide

d

Deliv

erab

le(s

)

in-p

rogr

ess

Deliv

erab

le(s

)

&

exp

erie

nce

valid

ated

0 1 2 3 5 7 8 96

Classroom Instruction or On-Line Instruction

4

Start

Start

Perfo

rman

ce &

ach

ieve

men

t

mee

t Exp

ecta

tions

Perfo

rman

ce &

achi

evem

ent s

urpa

ss

expe

ctat

ions

Observe Imitate & Practice Achieve Excel

Psychomotor Performance Scale

On-the-Job Instruction

Receiving Internalization

Affective Performance Scale

Responding Adapting Adopting

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Certifying Your Program and Your Vendors

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32www.nitas.us/about.aspx

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Questions?

Contacting John Aaron:

630-263-7646 Cell

www.proj-mgmt.us (business website and white papers)

http://ojei.typepad.us (blog site and downloads)