THE PROJECT MANAGER IN ACTION

Good Practice and Theory into Action

WHAT IS NOT GOOD FOR THE HIVE, IS

ALSO NOT GOOD FOR THE BEE.

Marcus Aurelius

• Leadership, Project Management, Motivational speaker locally and Internationally

Project Management & PMP®

Trainer

Over 15 years a PMP® and Project Management Trainer, leader in the Project

Management Community, Speaker and Mentor

Tim Jerome

PMP® credential – 2003 to current

Ce

rtific

atio

ns

▪ IT Director, Marketing Manager,

F50 Consultant (Business,

Finance, IT Project

Management)

▪ PM Instructor, PMP Prep Coach

& Mentor to Thousands like you

since 2004

Exp

erie

nc

e

• Cross-industry PM – as consultant,

business analyst, financial analyst

• PMI Local Chapter Leader &

Advisor since 2007

• Researcher - big problems cross-

industry

• Student of you - people who make

business successful

Ro

le

Facilitation, Negotiation, Conflict

Negotiation & Resolution,

Strategic Planning, Operational

ImprovementTra

inin

g

About Me

A PROJECT IS• Unique and Timebound

• Specific to an objective

• A collection of work that creates and controls the creation of a product, service, result.

PROBLEM STATEMENT(S)

But I don’t have an opportunity to gain experience.

But I can’t find an opportunity to refine my skills.

But my work environment is too rigid to allow diverse approaches to work.

PROJECTS – CONTROL PROCESS

GROUPS

Process Groups

Initiating

Planning

ExecutingMonitoring

& Controlling

Closing

POLYA – THE “HEURISTIC2”

Understand the Problem

1

Devise a Plan

2

Carry out the Plan

3

Look Back

4

OUR TASK TODAY -

Go Through the Process Groups

Explore activities that may not have been introduced

Discuss application in your work and personal life

“

”

INITIATION – OBJECTIVES AND JUSTIFICATION

Identify a new project/phase through Authorization

Process Groups

Initiating

Planning

ExecutingMonitoring

& Controlling

Closing

“

”

5-3-1

• “How do I envision my life in 5 years?” Don’t consider the cost.

• What needs to be in place in 3 years, for me to achieve this in 5 years?

• What do I need to have in place in 1 year, in order to have what I need in place in 3 years?

“

”

30-3-30

30 second (elevator-time) marketing pitch

3 minute review of your big 3-5 bullets

30 minutes backup research and analysis to show yourself and others you’re committed and engaged.

“

”

PLANNING – THE STEPS AND ACTIONS

Establish Total Scope

Define/Refine Objectives

Develop Course of Action

Process Groups

Initiating

Planning

ExecutingMonitoring

& Controlling

Closing

DRUCKER – 5 MOST IMPORTANT

QUESTIONS3

What is Our

Mission?

Who is Our

Customer?

What does the

Customer Value?

What are Our

Results?

What is Our Plan?

THE “EFFECTIVE EXECUTIVE”

(DRUCKER)7

•Asks – “What needs to get done?”

•Asks – “What is right for the Enterprise?”

•Develops Action Plans

•Takes Responsibility for Decisions

•Takes Responsibility for Communicating

•Focuses on Opportunities, not Problems

•Runs Productive Meetings

•Thinks and says “We”, not “I”

Knowledge

Knowledge

To

Action

Ensures

Accountability,

Responsibility

“

”

EXECUTING – LEADING AND DIRECTING

Complete the work defined in the plan

Coordinate people, resources, and all the project work

Process Groups

Initiating

Planning

ExecutingMonitoring

& Controlling

Closing

MOTIVATION – MASLOW’S HIERARCHY

Self-Actualization

Esteem

Social

Safety

Physiological

CONTINUOUS IMPROVEMENT –

DEMING / SHEWHART CYCLE

Plan

DoCheck

Act

“

”

MONITORING AND CONTROLLING –

Track, Review, Regulate progress & performance

ID any changes required

Produce performance measures

Report and disseminate performance information

Process Groups

Initiating

Planning

ExecutingMonitoring

& Controlling

Closing

“

”

SOME VALUABLE MONITORING &

CONTROLLING TOOLS

Trend Analysis

Variance Analysis

Root Cause Analysis

“

”

EXAMPLE – ROOT CAUSE ANALYSIS

The Team makes an unapproved change in the product, without telling the Manager. When delivery occurs, the product fails.

Is this an issue with change management, or communication management?

“

”

DESIGN FOR “X”

• X May be any objective

• The Result Justifies the Path

• Metrics and Milestones are Established and adhered to

“

”

CLOSING

Formally Complete Project

Close Project

Process Groups

Initiating

Planning

ExecutingMonitoring

& Controlling

Closing

“

”

Key Performance Indicators and their use in Closing

“

”

THE END OF THE PROJECT AND LOOKING

FORWARD

“What next?”

What value can I extract for future work?

What am I proud of? What am I not so proud of?

WHAT IS NOT GOOD FOR THE HIVE, IS

ALSO NOT GOOD FOR THE BEE.

Marcus Aurelius

BACKUP

EXERCISE – FEYNMAN TECHNIQUE

1. Write the name of the concept on

the top of a piece of paper

2. Explain in your own words as if you

were teaching to someone else

(“ELI5”)

3. Review where you don’t know something/you feel the

explanation is shaky

4. Re-write in simpler terms

20 minutes to prepare

Read the 3x5 card on your table

Let’s target 3 iterations of

simplification for your assigned topic

You can ALWAYS innovate and

choose your own.

ORGANIZATIONAL PROJECT

MANAGEMENT – BASIC STEPS FOR

ASSESSING READINESS4

Determine Commitment

Management commitment to critical success factors: sustained leadership, continuous improvement, organizational change management

Determine Feasibility

Share OPM information, assess current state, obtain consensus to vision. Assess current organizational factors. Obtain consensus to feasibility.

Propose OPM Business Case

Propose business case for executive approval

BIBLIOGRAPHY

1. “Marketing Myopia” by Theodore Levitt, Harvard Business Review (July-August 1960). Copyright © 1960 by the President and Fellows of Harvard College, all rights reserved.

2. “How to Solve It”, by George Polya. Copyright © 1945, 1973 Princeton University Press.

3. “The Five Most Important Questions You will ever ask your Organization”, Peter Drucker, Copyright © 2008, Leader to Leader Institute.

4. “Organizational Project Management Maturity Model (OPM3), 3rd Edition”, Copyright © Project Management Institute, Inc.

5. “Guide to the Project Management Body of Knowledge, Copyright © 2017, Project Management Institute, Inc.

6. “The IT Consultant”, Rick Freedman. Copyright © 2000 by Jossey-Bass/Pfeiffer and Rick Friedman

7. “The Effective Executive”, Drucker, Copyright © 2006 HarperCollins

8. “Diffusion of Innovations”, Rogers, Copyright © 2003 Free Press

9. “Management Challenges for the 21st Century”, Drucker, Copyright © 1999, HarperCollins