NG BB 09 Project Management

National GuardBlack Belt Training

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Module 09

Project Management

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CPI Roadmap – Define

Note: Activities and tools vary by project. Lists provided here are not necessarily all-inclusive.

TOOLS

•Project Charter

•Project Selection Tools

•Value Stream Map

•Various Financial Analysis

•Effective Meeting Skills

•Stakeholder Analysis

•Communication Plan

•SIPOC Map

•High-Level Process Map

•Project Management Tools

•VOC and Kano Analysis

•RACI and Quad Charts

•Strategic Alignment

ACTIVITIES• Identify Problem

• Validate Problem Statement

• Establish Strategic Alignment

• Gather Voice of the Customer & Business

• Create Goal Statement

• Validate Business Case

• Determine Project Scope

• Select and Launch Team

• Develop Project Timeline

• Create Communication Plan

• Prepare High-Level Process Map / SIPOC

• Complete Define Tollgate

1.Validate the

Problem

4. Determine Root

Cause

3. Set Improvement

Targets

5. Develop Counter-

Measures

6. See Counter-MeasuresThrough

2. IdentifyPerformance

Gaps

7. Confirm Results

& Process

8. StandardizeSuccessfulProcesses

Define Measure Analyze ControlImprove

8-STEP PROCESS

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Learning Objective

Understand the overall Project Management process

Gain insight into responsibilities and challenges facing project managers

Learn project management tools that will optimize project performance

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Overview

Project: A temporary activity or set of activities undertaken to create or improve a process or service

Project Management: Applying knowledge, skills, and tools to balance the scope, cost, time, requirements and customer expectations of the process or service

As a project manager, the Black Belt initiates, monitors and adjusts the actions required to deliver the process or service

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Key Drivers

Key Drivers for project success include:

Project evaluation, prioritization, selection and staffing based upon:

Organization needs

Resource availability

Project planning and management

Well-defined and measurable project objectives and deliverables

Deadlines and management progress reviews

Team commitment:

Time

Focus

Desire

Executive team mentorship/ownership

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Introduction to Project Management

As the Project Manager (PM), you are responsible for ensuring that everything gets done

Many times you will be depending on people outside your direct authority or organization

“The XXX wasn’t delivered/performed

correctly/on time, it must have been

<insert favorite support group’s name here>’s fault!”

Remember, that while you as the PM may be assigned to just one project, many of the people who are part of your team may

be supporting a number of other projects.

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Introduction to Project Management

ProjectManager

CIO/G6

JudgeAdvocateGeneral

ProcessAdministration

Public AffairsOffice

Quality

Recruiting

ResourceManager

The PM is the center of a network of functional areas that perform together to deliver the product or service. The PM is the main contact person and the one who oversees and orchestrates the success of the deliverable. The PM does not need to know every single detail of the project but must know who to go to for the answer.

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Role of the Project Manager

What it is:

Coordination

Utilizing Resources

Planning

Organizing

Leading

Building Relationships

Processing Information

Making Decisions

It is also…

Hectic Pace

Interrupted often -encourage it!

Lot of information word of mouth - read body language!

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Basic Skills

Demonstrated leadership skills and the ability to manage and motivate a diverse team

Excellent interpersonal, problem solving and decision making skills - MUST be a good listener!

Excellent organizational skills - Able to prioritize

Demonstrated negotiation skills - Most likely needed for resources within your organization and for the cooperation of others

Excellent oral and written communication skills

The ability to plan the work and work the plan - Planning and execution

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Leading High-Performing Teams

Leaders must be able to:

Lead true learning and improvement

Understand people and why they behave as they do

Give vision, meaning, direction and focus to the team

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Stages of Team Development

Tuckman’s Five Stages

FormingOrientation, break the iceLeader: Facilitate socialInterchanges

StormingConflict, disagreementLeader: Encourage participation, surface differences

AdjourningTask CompletionLeader: Bring closure,signify completion

PerformingCooperation, problemsolvingLeader: Facilitate taskaccomplishment

NormingEstablishment of order and cohesionLeader: Help clarify team roles, norms, values

* Taken from Management by R. Daft

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PM Expectations

As Project Manager you are not expected to:

Have all the answers

Make all of the decisions

Nor can you:

Blame others

Allow individuals on the team to fail

Make excuses for shortfalls in team performance


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Communication

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Effective Communications

Characteristics:

Consistent: Meets expectations

Concise: Easy to understand; quick to read

Current: Up to date and accurate

Responsive: Answers feedback & questions

Benefits:

Encourages participation and collaboration

Builds and maintains trust

Minimizes speculation, rumors and untruths

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Communication Plan Development

Start with the following questions:

What is the purpose of your communication?

Who is your audience (customer)?

What is your message?

Who is the owner of the communications task?

What is the timing and frequency of the communications?

Who will send out the message and who will receive the response?

How will you deliver the message and receive the response?

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Communication Plan Development

1. Determine audience and media to be used

2. Complete a Stakeholder Analysis

3. Create a Communication Plan

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Determine Audience and Available Media

Internal:

Executive Team

Project Team

Project Sponsor

Workplace Personnel

Who is your audience?

How will you deliver the message and receive the response?

Formal Presentations Elevator Speeches Posters E-Mail

Face-to-Face Newsletters/Web Sites Memos

External:

Customers

Suppliers

Resources Owners

Regulatory Agencies

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Complete a Stakeholder Analysis

For each Stakeholder identified, determine:

Are they critical for development of project tasks (Project Enabling Stakeholders) or critical for the successful implementation of a solution (Project Implementation Stakeholders)?

What concerns can you anticipate for each Stakeholder?

What positive outcomes exist for each Stakeholder?

What will be your message for each Stakeholder?

A Stakeholder Analysis should be completed/revised as critical aspects of the project change (scope changes, solution options become more visible, etc.)

A Stakeholder Analysis should be a confidential document

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Example Stakeholder Analysis Tool

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StakeholderName/Group

Project ImpactOn Stakeholder

(H, M, L)

StakeholderLevel of

Influence on Success of

Project (H,M,L)

Stakeholder’sCurrent AttitudeToward Project

( +, 0, - )

Explanation ofCurrent

StakeholderAttitude

(list)

StakeholderScore

(H=3, M=2, L=1,

+=1, 0=2, -=3)

CommunicationPlanFor

Stakeholder

Team Lead M H + ON-BOARD 6 MONTHLY UPDATE

Engineering Dept. Head

H H - DEFENSIVE 9SEPARATE BRIEF &

FOLLOW-UP

Program Manager

M H + ON-BOARD 6WEEKLY UPDATE

(E-MAIL)

Comptroller L L 0 UNKNOWN 4 TOLLGATES

Contracting Officer

H M 0 WAIT & SEE 7WEEKLY FACE-TO-

FACE

Prime Contractor H L + ON-BOARD 5INITIAL/

MONTHLY

Example Stakeholder Analysis Tool

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Stakeholder

Name/Group

Project Impact

On

Stakeholder

(H=9, M=3, L=1)

Stakeholder

Influence Level

On Project

Success

(H=9,M=3,L=1)

Stakeholder’s

Current Attitude

Toward Project

( +, 0, - )

Explanation of

Current

Stakeholder

Attitude

(list)

Stakeholder

Score

(Impact x

Influence x

Attitude)

Stakeholder Analysis Example

HIARNG(Hawaii Army

National Guard)

H H +

Undergoing Reset year 1

– focus is transforming into an IBCT

81

Implement results as soon as

available

AKARNG (Alaskan Army

National Guard)

H H -

Scheduled for

ARFORGEN 4Q this FY

-81

Implement results in

2008

GUARNG (Guam Army

National Guard)

H H 0

Scheduled for

ARFORGEN next FY

0

Implement results in

2008

USARPAC (US Army Reserves Pacific)

L M +

Favorable –want to work ICW TSC-P /

ODT3

Implement results as soon as

available

Action Plan

For

Stakeholder

Key: ICW = In Conjunction With TSC-P = Training Support Center – Pacific ODT = Overseas Deployment Training

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Very

Influential

or

Greatly

Affected

Minimally

Influential

or

Less

Affected

Low Interest High Interest

Stakeholder Analysis Matrix

Keep Satisfied Manage Closely

Monitor Keep Informed

Process OwnerExecutive Director

ComptrollerAnother Organization

(Similar Processes?)

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Create a Communication Plan

Key elements include:

Who , What, When, Where, Why and How

Review often, at least every major milestone/phase

Revise and update as necessary during project

Validate communication plan agreements

Talk to your Sponsor, Stakeholders and Team often

5Ws & H

BE SPECIFIC!

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Example Communication Plan

To How Why What From When

Audience Media Purpose Message Owner FrequencyNotes and

Status

Affected Functional Managers

Briefing

E-Mail

Support

Remove Barriers

Team Status

Expected Outcomes

Team Leader Weekly

Project Sponsor BriefingBuy-in, Solicit

FeedbackSupport Needed,

StatusBlack Belt

Monthly, Milestones, Tollgates

All Hands E-Mail Awareness Progress Project SponsorKickoff, Measure & Improve Phases

Verbal Updates at “All Hands” Meetings

Executive Leadership, Deployment Champion

E-Mail with Attachments

Progress, Barrier Removal

Schedule, Expected Outcomes

Sponsor, Black Belt

Tollgates

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Communications Plan Example

Project Sponsor

PowerSteering

E-mail

Status Update

Project Status

Belt Weekly Establish common format

Process Owner

PowerSteering

E-mail

Status Update

Project Status

Belt Monthly Establish common format

Project Team PowerSteering

Meeting

Project Progress

Tasks and Issues

Belt Weekly Regularly scheduled

mtgs. to be cancelled as

needed.

Deployment Director

PowerSteering

Status Update

Tollgate Project Sponsor

As needed Project Progress

on/off track

Audience Media Purpose Message Owner Frequency Status

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Communication is Absolutely Necessary

Good communication is essential for successful projects

Project progression needs to be communicated early and often

Develop a communication plan up front with the Project Sponsor

Update communication plan with the Team and Sponsor as project progresses

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Communication Timeline

Awareness

Understanding

Adoption

Commitment

General Project InformationProject

Launch

Unaware Awareness Understanding CommitmentAdoption

Communication plans should be developed and executed based on project activities and timelines.

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Stakeholder

Name/Group

Project Impact

On Stakeholder

(H, M, L)

Stakeholder

Level of

Influence on

Success of

Project (H,M,L)

Stakeholder’s

Current Attitude

Toward Project

( +, 0, - )

Explanation of

Current

Stakeholder

Attitude

(list)

Stakeholder

Score

(H=3, M=2, L=1,

+=3, 0=1, -=-3)

Action Plan

For

Stakeholder

Recommended Deliverable

Stakeholder Analysis Template

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Audience Media Purpose Message Owner Frequency Status

Communication Plan Template

Required Deliverable

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Exercise: Begin Your Communication Plan

Goal – Establish a communications plan for your project using the communication plan template

Be prepared to share your plan with the table group and receive feedback on your plan

10 minutes


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Effective Meetings

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Taken from Management: Function and Strategy, Richard D. Irwin

Effective Team Meetings

Ensure that meetings have useful content – Avoid holding meetings if they are unnecessary. Can a one-on-one conversation accomplish what you need?

Make meetings timely – Hold them promptly after receipt of important information

Keep meetings as small in size as practical – Select only attendees who are directly involved and able to deal effectively with agenda items

Be realistic about meeting length – One hour max is a good guideline

Inform participants in advance about the purpose, agenda, and objectives so they can come prepared

Open meetings with positives – Short-term wins or milestone completions

Introduce members if there are some new faces

Keep meeting in perspective – Stick to the agenda, stick to the schedule

Summarize at the end – Ensure that all action items have a name and due date

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General Meeting Rules

Establish the purpose of the meeting

Publish appropriate pre-work

Come prepared, pre-work complete

Use agendas

Establish roles for participants

Take and publish minutes

Evaluate the meeting

Maintain team records

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Meeting Facilitation

Set ground rules

Use inquiry, ask for clarification

Ask less assertive members for their opinions

Stay on track, avoid digressions

Learn to end discussions

Test for agreement

Use problem solving methods

Use decision making methods, e.g., multi-voting

Use a “parking lot” for issues not pertinent to the objective of the meeting


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Project Management Tools

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Project Management Tools

The following are some tools that are useful in organizing, reporting and tracking project components and deadlines:

Project Charter

Communications Plan

Stakeholder Analysis

MGPP

Risk Assessment Matrix

Issues Log

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Charter elements:

Problem Statement

Business Case

Goal Statement

Project Scope

Project Plan

Team Selection

To be started at Team Launch and maintained and edited throughout the project

Project Charter Review

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Description

Creation

Maintenance

Format

Origin

Pert Chart Overview

Graphical representation of all significant deliverables to be completed in the course of the project/workstream. Focuses on discrete outputs such as present-state barriers, conceptual designs, detailed designs, completed modules of coding, test plans, etc.

Initial draft of tool is completed at beginning of project. Process owners and experts should be consulted in identification of deliverables. Separate Maps may be built for different phases of the project. As workstream progresses, more detailed deliverables may be added.

Pert Chart should remain stable for each major phase of a project. Although additions and slight revisions may occur, any major changes should signify a need to “re-baseline” the project.

Graphical chart showing deliverables with dependencies and integration points noted. May be split into hierarchical levels for complex workstreams.

PERT stands for Program Evaluation Review Technigue, a methodology developed by the U.S. Navy in the 1950s to manage the Polaris submarine missile program. A similar methodology, the Critical Path Method (CPM), was developed for project management in the private sector about the same time.

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Pert Chart / Gantt Chart Examples

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Pert / Gantt Charts

Defines a clear, quantifiable output of work completed during the course of a workstream

Graphical tool used to communicate the output and approach of the workstream

Could include Milestones, Key Decisions/Events, Reporting of Findings, Present State Definition, Conceptual Designs, etc.

Helps paint a picture of what the workstream will deliver

Clarifies quantified work complete vs. work planned

Hand-off tool defining work envisioned by Assessment Team

Basis that the project timeline should be built around

Used to gauge % complete vs. planned complete around discrete work definition

Instrumental in provoking thought around integration points with stream leads

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Pert / Gantt Chart Lessons Learned

Not easy to find a balance between good project planning and excessive detail which locks you into very specific deliverables

Avoid slipping into micro-management around deliverables

Maintain flexibility around deliverables especially when the needs of the organization change

Maps work much better than lists when painting a picture of workstream

Lists are easier to maintain if you want to show dates (and for roll-up)

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Series of releases; each release characterized by distinct combinations of features or level of performance. The goal of that generation.

Vision

Process Generations

Platformsand

Technology

Mu

lti-

Ge

ne

rati

on

Pro

ject

Pla

n (

MG

PP

)Multi-Generation Project Plan Review

The overall goal or problem statement for that generation. What is to be accomplished? Why? Can also be metrics with targets!!

Ability to execute the MGPP with current technology or the identification of needed technological developments for each generation. What is required from a technology standpoint to execute the vision? This could also include special personnel requirements to support the vision!!

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Risk Assessment Matrix

A tool to help communicate project risk factors

Types of Risk

Schedule – Project will achieve goal but later than expected

Performance – Project will not achieve goal or achievement will be less than it could have been

Assessment dimensions

Likelihood – How likely is it that the risk factor will impact the project?

Consequence – How much impact will the risk factor have on the project schedule or performance?

Assessed on scales of 1 (least) to 5 (most)

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Likelihood Assessment

5 – 80%+ chance of impacting project

4 – 60%-80% chance of impacting project



1 – Less than 20% chance of impacting project

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Consequence Assessment

Schedule

5 – 3+ month extension

4 – 2 to 3 month extension

3 – 1 to 2 month extension

2 – 2 to 4 week extension

1 – 1 to 10 day extension

Performance

5 – No significant improvement in goal metric(s)

4 – Slight improvement in goal metric(s), < 30% of goal achieved

3 – Minor improvement in goal metric(s), 30 to 60% of goal achieved

2 – Improvement in goal metric(s), 60 to 90% of goal achieved, but not as much improvement as could have been realized

1 – 90 to 100% of goal achieved

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Color Coding Risk

Find the grid square that corresponds to the Likelihood and Consequence assessment numbers

This codes the risk as Red (high risk), Yellow (medium risk), or Green (low risk)

Each risk should be explained along with the consequence and mitigation plan

Consequence

Lik

eli

ho

od

1

2

3

4

5

1 2 3 4 5

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Risk Analysis Matrix Example

Consequence

Lik

eli

ho

od

•Process Mapping (Schedule)•Risk: Very large process to map. Team might not have time to define sufficient level in the time available.

•Mitigation Plan: Scope to the “critical few” process paths

•Consequence: 1 to 2 week slide in schedule

•Data Availability (Schedule)•Risk: Process tracking system, which shows enough critical process time information in some stages of the process, might not be available.

•Mitigation: TBD•Consequence: Might have to spend 1to 2 weeks to collect enough data to be statistically significant.

•Personnel Availability (Schedule)•Risk: Team Members have multiple schedule conflicts during Month of March. Lack of team member availability and participation on team could slow data collection during MEASURE phase.

•Mitigation: TBD•Consequence: Might have to delay MEASURE Tollgate

•GGA steps of Process Map (Performance)

•Risk: Team has no control over getting information from GGA and might not be able to get verifiable information in the time available.

•Mitigation Plan: Team had to scope this out of the process.

•Consequence: 1 week lost time

•Project Scope (Performance)•Risk: Current scope of process is very large with multiple sub-processes. Team unlikely to be able to complete DMAIC process on currently defined scope.

•Mitigation Plan: Team will need to re-scope this project according to the following plan:

• Complete process mapping• Reduce scope to Critical Path• Based on data, reduce scope to parts

of process that most affect PLT within control of the Project Team.

•Consequence: If mitigation plan is unacceptable, team unlikely to be successful.1

2

3

4

5

1 2 3 4 5

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Issue Log

Team log used to track and address issues and also barriers, actions, concerns and risks

Repository for all the miscellaneous “parking lot” issues that crop up during a project

Ensures teams are proactively managing open issues and risk with weekly reviews and updates

An Issue Log is also known as a Project Action Log

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Issue Log Template

CPI Project Action LogN

oDescription/

Recommendation

StatusOpen/Closed

/Hold

Due

Date

Revised

Due Date

Resp. Comments / Resolution

1

2

3

4

5

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Issues Log Lessons Learned

Master logs are very difficult to maintain –recommend each project team manage their own log

Discuss key issues to higher levels

Very effective tool in managing and focusing on what is important now

Forces those accountable and responsible to own details of managing projects

Good venue for reviewing and managing risk

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Project Barriers/Issues/Risks Template

Barriers

Issues

Risks

Required Deliverable

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Exercise: Team Communication Activity

Complete Social Styles Inventory

Understand your communication style

Understand the communication styles of others

Learn to adapt your communication style to work more effectively with others

45 Minutes

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COMMUNICATION STYLE INVENTORY

In each row select one word that MOST describes you; place a 1 in the M box next to that word.

Then in each row select one word that LEAST describes you; place a 1 in the L box next to that

word.

M L M L M L M L Original Persuasive Gentle Humble

Stubborn Attractive Sweet Orderly

Bold Charming Loyal Easily led

Will Power Cheerful Obliging Open minded

Nervy Jovial Even tempered Precise

Competitive Joyful Considerate Harmonious

Unconquerable Playful Obedient Fussy

Brave Inspiring Submissive Timid

Self reliant Sociable Patient Soft spoken

Adventurous Cordial Moderate Receptive

Decisive Talkative Controlled Conventional

Daring Polished Satisfied Diplomatic

Aggressive Life of party Easy mark Fearful

Determined Convincing Good natured Cautious

High spirited Eager Willing Agreeable

Assertive Confident Sympathetic Tolerant

Persistent Animated Generous Well disciplined Force of character Admirable Kind Resigned

Pioneering Optimistic Accommodating Respectful

Argumentative Light hearted Nonchalant Adaptable

Positive Trusting Contented Peaceful

Vigorous Good mixer Lenient Cultured

Outspoken Companionable Restrained Accurate

Restless Popular Neighborly Sincere

TOTAL

M-L M-L M-L M-L

Driver/Director Expressive/Socializer Amiable/Relator Analytical

Thinker

Whichever number is the highest is your primary communication style and the second highest is your secondary communication style.

Communication Styles Instrument

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ANALYTICAL AMIABLE

RESPONSIVENESSLow High

High

EXPRESSIVEDRIVER

TELL

PEOPLETASK

ASK

Understanding Communication Styles

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The Team Player Shape

Has a need for cooperation, personal security, and acceptance

Is uncomfortable with and will avoid conflict

Values personal relationships, helping others, and being liked

Prefers to work with other people in a team effort, rather than individually

Has an unhurried reaction time

Is friendly, supportive, respectful, willing, dependable and agreeable

Stress reaction: comply with others

Need for growth: Speak Up! Initiate!

Amiable

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The Leader Shape

Is action and goal oriented

Needs accomplishment and results

Has a quick reaction time

Is decisive, independent, disciplined, practical and efficient

Uses facts and data

Tends to speak and act quickly

Stress reaction: triangles may become autocratic

Need for growth: Slow down enough to listen!

Driver

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The Creative Shape

Enjoys involvement, excitement, and interpersonal action

Is sociable, stimulating, and enthusiastic

Is good at involving and motivating others

Is idea oriented

Has less concern for routine

Has a quick reaction time

Has a need to be accepted by others

Tends to be spontaneous, outgoing, energetic, and friendly

Stress reaction: squiggles tend to lash out at others

Need for growth: Check things out before you act!

Expressive

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The Organized Shape

Is most concerned with being organized, having all the facts and being careful before taking action

Needs to be accurate and to be right

Is precise, orderly, and methodical

Conforms to standard operating procedures, organizational rules, and historical ways of doing things

Is task oriented

Uses facts and data

Stress reaction: boxes tend to avoid

Need for growth: Learn to decide and declare!

Analytical

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Communication Styles Summary

COMMUNICATION

STYLES CHART

AMIABLE

ANALYTICAL

DRIVER

EXPRESSIVE

Behavior Pattern Open/InDirect Self-contained/Indirect Self-contained/Direct Open/Direct

Appearance Casual

Conforming

Formal

Conservative

Businesslike

Functional

Fashionable

Stylish

Work-space Personal

Relaxed

Friendly

Informal

Structured

Organized

Functional

Formal

Busy

Formal

Efficient

Structured

Stimulating

Personal

Cluttered

Friendly

Pace Slow/Easy Slow/Systematic Fast/Decisive Fast/Spontaneous

Priority Maintaining relationships The Process The Results Interacting with others

Fears Confrontation Embarassment Loss of Control Loss of Prestige

Seeks Attention Accuracy Productivity Recognition

Need to Know (Benefits) How it will affect their

personal circumstances

How they justify the

purchase logically/how it

works

What it does/by when/what

it costs

How it enhances their status/

who else uses it

Gains Security By Close Relationships Preparation Control Flexibility

Wants to Maintain Relationships Credibility Success Status

Support Their Feelings Thoughts Goals Ideas

Achieves Acceptance By Conformity

Loyalty

Correctness

Thoroughness

Leadership

Competition

Playfulness

Stimulating Environment

Likes You To Be Pleasant Precise To the Point Stimulating

Wants to Be Liked Correct In Charge Admired

Irritated By Insensitivity

Impatience

Surprises

Unpredicibility

Inefficiency

Indecision

Boredom

Routine

Measures Personal Worth

By

Compatibility with Others

Depth of Relationships

Precision

Accuracy

Activity

Results

Track Record

Measurable Progress

Acknowledgement

Recognition

Compliments

Decisions Are Considered Deliberate Decisive Spontaneous

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Takeaways

Successful project management requires an understanding of:

Overall Project Management process

Individual team roles

Basic project management skills

Communication planning

Responsibilities and challenges facing project managers

Leading high-performing teams

Running effective team meetings

Project management tools that will optimize project performance

UNCLASSIFIED / FOUO

UNCLASSIFIED / FOUO

What other comments or questions

do you have?

UNCLASSIFIED / FOUO

UNCLASSIFIED / FOUO

References

The Social Styles Handbook by Wilson Learning Library, 2004

Psycho-geometrics: The Science of Understanding People and the Art of Communication With Them by Susan Dillinger, 1997

NG BB 09 Project Management

Education

Transcript of NG BB 09 Project Management