Project Management Techniques - Falcon Training · Initiating Planning Executing Monitoring and...
Transcript of Project Management Techniques - Falcon Training · Initiating Planning Executing Monitoring and...
Advanced Project Management
Presented by Falcon Training Ltd
wwwfalcontrainingcomItrsquos good to know
Introduction
wwwfalcontrainingcom 2wwwfalcontrainingcomItrsquos good to know
Housekeeping
Emergency procedures
Comfort breaks
Refreshments
Morning tea
Lunch
Afternoon tea
Wifi
Mobile phones amp laptops
Questions
wwwfalcontrainingcom 3
Course Objective
Build on project management knowledge and skills applicable to
your projectsrole in the organisation
Examine how project management impacts all levels of the
organisation in terms of
wwwfalcontrainingcom 4
planning
delivery
scheduling
controlling
customer service
interface knowledge
techniques
skills
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Applying what wersquove learned - Case Study ndash The Titanic
wwwfalcontrainingcom 5
Your training kit
Course Agenda and Outline
Case studies and references
Templates amp Course slides
Available for download httpfalcontrainingcomtemplates
Access Code for Fulton Hogan Templates FH2016
wwwfalcontrainingcom 6
But firsthellip
1 Your name amp current role
2 Project Management amp you
Your experience exposure
Methods yoursquove used
Projects yoursquore working on
3 What would you like to get out of today
wwwfalcontrainingcom 7
Talk
Letrsquos
1 The Profession of Project Management
8wwwfalcontrainingcomItrsquos good to know
The Project Management Industry
The Industry is still maturinghellip
Many PMs are lsquoAccidental Project Managersrsquo
wwwfalcontrainingcom 9
State of Play in New Zealand
60 of NZ companies failing to measure ROI in their projects
gt 25 of organisations donrsquot undertake any form of strategic review to track the
benefits realised by the business
70 of NZ companies have experienced at least 1 project failure in the past 12 Mos
gt 50 of organizations donrsquot consistently achieve stated project deliverables
Only 33 of companies prepare a Business Case for all projects
Nearly 60 of NZ companies fail to consistently align projects to corporate strategy
68 of companies donrsquot have an effective project sponsor
wwwfalcontrainingcom 10Source KPMG New Zealand Project Management survey 2010
Your Project Management experience
Tell me aboutthings that have
gone well and notso well in yourprojectshellip
wwwfalcontrainingcom 11
Professional Project Management
Project SelectionGovernance and
Sponsorship
Defining Scope
Create a Work Breakdown Structure
(WBS)
Estimate time amp cost
Project budget
Project schedule
Risks
People
Procurement
Quality
Communication amp stakeholders Ethics
wwwfalcontrainingcom 12
PMIorgThe Project Management Institute
13wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 14
PMI New Zealand (PMINZ)
Over 1650 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 15
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
16wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
wwwfalcontrainingcom 17
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
wwwfalcontrainingcom 18
Knowledge Areas
Integration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 19
wwwfalcontrainingcom 20
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
wwwfalcontrainingcom 21
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
OPM3 is a registered mark of the Project Management Institute Inc wwwfalcontrainingcom 22
2 The Project Lifecycle
23wwwfalcontrainingcomItrsquos good to know
5 Phases of a Project
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 24
Initiating a project
Choosing a project
1 Chose projects that align with your organisational
strategy
2 Chose projects that meet your financial criteria
3 Choose projects that meet your non-financial criteria
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 25
Project Selection
wwwfalcontrainingcom 26
Discussionhellip
What sort of project evaluation process does your
organisation have
Talk
Letrsquos
wwwfalcontrainingcom 27
Project Charter (like the birth certificate of a project)
Project Roles amp Responsibilities (Project Manager owner sponsor etc)
Reason for the project
High level statement of work to be undertaken
Known milestones constraints and assumptions
28
Pro
ject
Ch
art
er
Tem
pla
te
Project Name
Prepared by
Date
Initiation Includes the name of the project and the designated project manager
Synopsis Briefly summarize the salient aspects of the project by answering the questions Why (purpose) What (product descriptio n scope) When (time) and How much (resources)
PurposeBusiness Need Identify the customers who are to receive and benefit from the product developed by the project and the need the product is intended to meet (either as a problem to solve or as an opportunity to exploit)
Product Description and Deliverables
Identify what product is to be delivered at the end of the project and at any interim delivery points Describe the product sufficiently to enable the project team to create it and for agreement to be reached at product delivery time that the product has been corr ectly produced
Project Management Briefly indicate general approach and any relevant PMI or other standards to be used
Assumptions Constraints Risks Briefly identify salient assumptions constraints and known risks if any which can be anticipated to have a major impact o n the process andor outcome of the project and which require decisions or actions by the project sponsor or team
Resources Indicate required andor available resources to be used on the project As appropriate indicate financial personnel and ma terial resources (such as facilities equipment supplies and services)
Approach Indicate the way in which the project will produce the product
Communication and Reporting Identify communication required between the project sponsor and the project team
Acceptance Indicate the method and criteria for the project sponsor to accept the specified project deliverables as complete and adequate
Change Management Indicate the procedures to be used for making and documenting changes to the charter
Other Identify and explain any other matters that are important for the initiation and conduct of the project Focus on charter issues of importance between the project sponsor and the project manager This section is not for describing the project plan
Approval (optional) Project Manager Sponsor
29
wwwfalcontrainingcom 30
Project Planning
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 31
32
ldquoA common mistake people
make when trying to design
something fool proof is to
underestimate the ingenuity
of complete foolsrdquo
Douglas Adams author
The Hitchhikers Guide to the Galaxy
(1952-2001)
ldquoIn preparing for battle I
have always found that
plans are useless but
planning is indispensablerdquo
Dwight D Eisenhower (1890 - 1969)
33
ldquoIf I had eight hours to chop
down a tree Irsquod spend six
hours sharpening my axerdquo
Abraham Lincoln (1809 - 1865)
34
Why Plan
PROACTIVE is better than REACTIVE
Avoids waste
Helps to mitigate the effects of failure
Defines your goal and how you intend to get there
Develop measurement metrics ndash budgets time quality
Helps to identify risks early on ie resource conflicts
Produce project estimates ie cost and time estimates
wwwfalcontrainingcom 35
The Planning Approach
Encourage involvement from all
appropriate stakeholders when
planning the project
Make sure plan is detailed
enough to be successful yet
flexible enough to respond to
change
Get sign off on your plan from
higher-level and customer (gives
legitimacy and creates buy in)
Project
planning
is
an
iterative
process
Planning Tips
wwwfalcontrainingcom 36
The Project Management Plan
Outlines best way to manage all areas of the project
Can be one single document or several documents in
different formats
It is NOT a Gantt chart
Is a living and breathing document ndash ie will change as
the project develops
wwwfalcontrainingcom 37
Discussion - The Value of Planning
1 Why do you think it is important to plan
2 How much planning do you think you should do
3 Do things usually go according to plan
Talk
Letrsquos4 Whatrsquos the cost of
planning as of
Project cost
wwwfalcontrainingcom 38
Applying your project plan
Planning is only useful if you use it during project execution
Plan provides the basis for
project execution
monitoring amp control and
closure activities
Assume the project wonrsquot go according to planhellip
But having a plan tells you when this is happening and how to manage
Change control and corrective action can take place once variances from the plan have been anticipated or actually occurred
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 39
Change Control
All requested change must be
documented and controlled
Ensure Steering Board involvement
in change control process and
approvals
Avoid lsquodeath by a thousand cutsrsquo
and lsquothe scope creeprsquo
Avoid lsquogold platingrsquo
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 40
Controlling your Baseline
Remember to
1 lsquoRebaselinersquo your project when changes are approved
2 Clearly communicate the baseline
Baseline
wwwfalcontrainingcom 41
Discussion
1 Think of projects in your organisation and how
change control has been managed
2 Share some of the good the bad and the uglyhellip
Talk
Letrsquos
wwwfalcontrainingcom 42
Sa
mp
le C
ha
ng
e
Co
ntr
ol T
em
pla
te
Project Name
Prepared by
Date
Person(s) Requesting Change
Change Number
Type of Change Requested
Project Scope Change
Project Budget Change Project Schedule Change
Project ProcurementContract Change Other (specify)
Detailed Description of Change
Reason for Change Requested
Effect on Project Cost
Projected Cost Overrun of approximately
Estimated Cost Reduction of approximately
Effect on Schedule
Planned Project Completion Date
New Project Completion Date
Additional Remarks
Approval Project Manager Date
Approval (Other) Date
43
Closing a Project
All projects must be closed
Gather and document lessons learnt for future projects
Get signoff from project sponsor andor client
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 44
Key Elements of Closure
Plan how your project is going to be closed ()
Contractual Closure
Financial Closure
Lessons Learned
Post Project Review
Benefits Realisation
Project Team Release
wwwfalcontrainingcom 45
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
The Project Life Cycle
Process Groups Interact in a Project
Level of
Effort
TimeStart Finish
Initiating
Process
Group
Planning
Process
Group
Executing
Process
Group
Monitoring amp
Controlling
Process Group
Closing
Process
Group
wwwfalcontrainingcom 46
3 ProgramPortfoliosProject Management (P3) and the PMO
47wwwfalcontrainingcomItrsquos good to know
Projects vs Programs vs Portfolios
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
Next Year
Project 1
Project 2
Project 3
Project 4
Project 5
Program 1
Portfolio 1
wwwfalcontrainingcom 48
Skills Required for
Successful Project
Management
Skills Required for Successful Project Management
Organises resources for the project
Provides direction coordination and integration to the
project team
Responsible for performance and success of the project
Must use the right people at the right time to address the right
issues and make the right decisions
Excellent communication people leadership and stakeholder
management skills
wwwfalcontrainingcom 50
Other roleshellip
Project Steering Board
Project Sponsor
Project Owner
Project Manager
Project Coordinator
Project Administrator
Program Managerhellip
wwwfalcontrainingcom 51
The Role of a Program Manager
wwwfalcontrainingcom 52
Governance
Financial
Management
Infrastructure
Sponsorship
Planning
Resource
Management
Reporting
The Role of a Program Manager
Governance
bullProviding governance
wisdom and guidance
to Project Managers
bullAsking hard questions
but not interfering with
management
Financial Management
bull Implementation of
specific fiscal practices
and controls for
multiple projects
bullReallocation of project
budgets based on
need and availability
Infrastructure
bullThe PMO technology
and other factors in the
work environment
supporting the program
effort
wwwfalcontrainingcom 53
The Role of a Program Manager
Sponsorship
bullProviding accountability
for the project
bullProvide financial
resources
bullAssist project manager
by clearing road blocks
and obtaining resources
for the project
bullAll while not managing
the project
Planning
bullActivities that take place
at multiple levels with
different goals
bullResolving resource
conflicts
Resource Management
bullEnsuring that projects
competing for the same
resources are
adequately provided for
Reporting
bullProviding a holistic view
of the performance of all
projects within the
program and reporting
back to the portfolio
managers
wwwfalcontrainingcom 54
The PMO
55wwwfalcontrainingcomItrsquos good to know
The Project Management Office
Policies
Training
ResourcesProcesses
Standards
PMO
wwwfalcontrainingcom 56
The Project Management Office (PMO)
ldquoAn organisational body or entity assigned various
responsibilities related to the centralised and coordinated
management of those projects under its domainrdquo
ldquoThe responsibilities of a PMO can range from providing
project management support functions to actually being
responsible for the direct management of a projectrdquo
(PMBOKreg 4th ed)
The centre of
project excellence
in your organisation
PMOrsquos function will depend on organisations needs and Project Management maturity
wwwfalcontrainingcom 57
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Introduction
wwwfalcontrainingcom 2wwwfalcontrainingcomItrsquos good to know
Housekeeping
Emergency procedures
Comfort breaks
Refreshments
Morning tea
Lunch
Afternoon tea
Wifi
Mobile phones amp laptops
Questions
wwwfalcontrainingcom 3
Course Objective
Build on project management knowledge and skills applicable to
your projectsrole in the organisation
Examine how project management impacts all levels of the
organisation in terms of
wwwfalcontrainingcom 4
planning
delivery
scheduling
controlling
customer service
interface knowledge
techniques
skills
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Applying what wersquove learned - Case Study ndash The Titanic
wwwfalcontrainingcom 5
Your training kit
Course Agenda and Outline
Case studies and references
Templates amp Course slides
Available for download httpfalcontrainingcomtemplates
Access Code for Fulton Hogan Templates FH2016
wwwfalcontrainingcom 6
But firsthellip
1 Your name amp current role
2 Project Management amp you
Your experience exposure
Methods yoursquove used
Projects yoursquore working on
3 What would you like to get out of today
wwwfalcontrainingcom 7
Talk
Letrsquos
1 The Profession of Project Management
8wwwfalcontrainingcomItrsquos good to know
The Project Management Industry
The Industry is still maturinghellip
Many PMs are lsquoAccidental Project Managersrsquo
wwwfalcontrainingcom 9
State of Play in New Zealand
60 of NZ companies failing to measure ROI in their projects
gt 25 of organisations donrsquot undertake any form of strategic review to track the
benefits realised by the business
70 of NZ companies have experienced at least 1 project failure in the past 12 Mos
gt 50 of organizations donrsquot consistently achieve stated project deliverables
Only 33 of companies prepare a Business Case for all projects
Nearly 60 of NZ companies fail to consistently align projects to corporate strategy
68 of companies donrsquot have an effective project sponsor
wwwfalcontrainingcom 10Source KPMG New Zealand Project Management survey 2010
Your Project Management experience
Tell me aboutthings that have
gone well and notso well in yourprojectshellip
wwwfalcontrainingcom 11
Professional Project Management
Project SelectionGovernance and
Sponsorship
Defining Scope
Create a Work Breakdown Structure
(WBS)
Estimate time amp cost
Project budget
Project schedule
Risks
People
Procurement
Quality
Communication amp stakeholders Ethics
wwwfalcontrainingcom 12
PMIorgThe Project Management Institute
13wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 14
PMI New Zealand (PMINZ)
Over 1650 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 15
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
16wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
wwwfalcontrainingcom 17
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
wwwfalcontrainingcom 18
Knowledge Areas
Integration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 19
wwwfalcontrainingcom 20
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
wwwfalcontrainingcom 21
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
OPM3 is a registered mark of the Project Management Institute Inc wwwfalcontrainingcom 22
2 The Project Lifecycle
23wwwfalcontrainingcomItrsquos good to know
5 Phases of a Project
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 24
Initiating a project
Choosing a project
1 Chose projects that align with your organisational
strategy
2 Chose projects that meet your financial criteria
3 Choose projects that meet your non-financial criteria
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 25
Project Selection
wwwfalcontrainingcom 26
Discussionhellip
What sort of project evaluation process does your
organisation have
Talk
Letrsquos
wwwfalcontrainingcom 27
Project Charter (like the birth certificate of a project)
Project Roles amp Responsibilities (Project Manager owner sponsor etc)
Reason for the project
High level statement of work to be undertaken
Known milestones constraints and assumptions
28
Pro
ject
Ch
art
er
Tem
pla
te
Project Name
Prepared by
Date
Initiation Includes the name of the project and the designated project manager
Synopsis Briefly summarize the salient aspects of the project by answering the questions Why (purpose) What (product descriptio n scope) When (time) and How much (resources)
PurposeBusiness Need Identify the customers who are to receive and benefit from the product developed by the project and the need the product is intended to meet (either as a problem to solve or as an opportunity to exploit)
Product Description and Deliverables
Identify what product is to be delivered at the end of the project and at any interim delivery points Describe the product sufficiently to enable the project team to create it and for agreement to be reached at product delivery time that the product has been corr ectly produced
Project Management Briefly indicate general approach and any relevant PMI or other standards to be used
Assumptions Constraints Risks Briefly identify salient assumptions constraints and known risks if any which can be anticipated to have a major impact o n the process andor outcome of the project and which require decisions or actions by the project sponsor or team
Resources Indicate required andor available resources to be used on the project As appropriate indicate financial personnel and ma terial resources (such as facilities equipment supplies and services)
Approach Indicate the way in which the project will produce the product
Communication and Reporting Identify communication required between the project sponsor and the project team
Acceptance Indicate the method and criteria for the project sponsor to accept the specified project deliverables as complete and adequate
Change Management Indicate the procedures to be used for making and documenting changes to the charter
Other Identify and explain any other matters that are important for the initiation and conduct of the project Focus on charter issues of importance between the project sponsor and the project manager This section is not for describing the project plan
Approval (optional) Project Manager Sponsor
29
wwwfalcontrainingcom 30
Project Planning
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 31
32
ldquoA common mistake people
make when trying to design
something fool proof is to
underestimate the ingenuity
of complete foolsrdquo
Douglas Adams author
The Hitchhikers Guide to the Galaxy
(1952-2001)
ldquoIn preparing for battle I
have always found that
plans are useless but
planning is indispensablerdquo
Dwight D Eisenhower (1890 - 1969)
33
ldquoIf I had eight hours to chop
down a tree Irsquod spend six
hours sharpening my axerdquo
Abraham Lincoln (1809 - 1865)
34
Why Plan
PROACTIVE is better than REACTIVE
Avoids waste
Helps to mitigate the effects of failure
Defines your goal and how you intend to get there
Develop measurement metrics ndash budgets time quality
Helps to identify risks early on ie resource conflicts
Produce project estimates ie cost and time estimates
wwwfalcontrainingcom 35
The Planning Approach
Encourage involvement from all
appropriate stakeholders when
planning the project
Make sure plan is detailed
enough to be successful yet
flexible enough to respond to
change
Get sign off on your plan from
higher-level and customer (gives
legitimacy and creates buy in)
Project
planning
is
an
iterative
process
Planning Tips
wwwfalcontrainingcom 36
The Project Management Plan
Outlines best way to manage all areas of the project
Can be one single document or several documents in
different formats
It is NOT a Gantt chart
Is a living and breathing document ndash ie will change as
the project develops
wwwfalcontrainingcom 37
Discussion - The Value of Planning
1 Why do you think it is important to plan
2 How much planning do you think you should do
3 Do things usually go according to plan
Talk
Letrsquos4 Whatrsquos the cost of
planning as of
Project cost
wwwfalcontrainingcom 38
Applying your project plan
Planning is only useful if you use it during project execution
Plan provides the basis for
project execution
monitoring amp control and
closure activities
Assume the project wonrsquot go according to planhellip
But having a plan tells you when this is happening and how to manage
Change control and corrective action can take place once variances from the plan have been anticipated or actually occurred
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 39
Change Control
All requested change must be
documented and controlled
Ensure Steering Board involvement
in change control process and
approvals
Avoid lsquodeath by a thousand cutsrsquo
and lsquothe scope creeprsquo
Avoid lsquogold platingrsquo
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 40
Controlling your Baseline
Remember to
1 lsquoRebaselinersquo your project when changes are approved
2 Clearly communicate the baseline
Baseline
wwwfalcontrainingcom 41
Discussion
1 Think of projects in your organisation and how
change control has been managed
2 Share some of the good the bad and the uglyhellip
Talk
Letrsquos
wwwfalcontrainingcom 42
Sa
mp
le C
ha
ng
e
Co
ntr
ol T
em
pla
te
Project Name
Prepared by
Date
Person(s) Requesting Change
Change Number
Type of Change Requested
Project Scope Change
Project Budget Change Project Schedule Change
Project ProcurementContract Change Other (specify)
Detailed Description of Change
Reason for Change Requested
Effect on Project Cost
Projected Cost Overrun of approximately
Estimated Cost Reduction of approximately
Effect on Schedule
Planned Project Completion Date
New Project Completion Date
Additional Remarks
Approval Project Manager Date
Approval (Other) Date
43
Closing a Project
All projects must be closed
Gather and document lessons learnt for future projects
Get signoff from project sponsor andor client
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 44
Key Elements of Closure
Plan how your project is going to be closed ()
Contractual Closure
Financial Closure
Lessons Learned
Post Project Review
Benefits Realisation
Project Team Release
wwwfalcontrainingcom 45
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
The Project Life Cycle
Process Groups Interact in a Project
Level of
Effort
TimeStart Finish
Initiating
Process
Group
Planning
Process
Group
Executing
Process
Group
Monitoring amp
Controlling
Process Group
Closing
Process
Group
wwwfalcontrainingcom 46
3 ProgramPortfoliosProject Management (P3) and the PMO
47wwwfalcontrainingcomItrsquos good to know
Projects vs Programs vs Portfolios
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
Next Year
Project 1
Project 2
Project 3
Project 4
Project 5
Program 1
Portfolio 1
wwwfalcontrainingcom 48
Skills Required for
Successful Project
Management
Skills Required for Successful Project Management
Organises resources for the project
Provides direction coordination and integration to the
project team
Responsible for performance and success of the project
Must use the right people at the right time to address the right
issues and make the right decisions
Excellent communication people leadership and stakeholder
management skills
wwwfalcontrainingcom 50
Other roleshellip
Project Steering Board
Project Sponsor
Project Owner
Project Manager
Project Coordinator
Project Administrator
Program Managerhellip
wwwfalcontrainingcom 51
The Role of a Program Manager
wwwfalcontrainingcom 52
Governance
Financial
Management
Infrastructure
Sponsorship
Planning
Resource
Management
Reporting
The Role of a Program Manager
Governance
bullProviding governance
wisdom and guidance
to Project Managers
bullAsking hard questions
but not interfering with
management
Financial Management
bull Implementation of
specific fiscal practices
and controls for
multiple projects
bullReallocation of project
budgets based on
need and availability
Infrastructure
bullThe PMO technology
and other factors in the
work environment
supporting the program
effort
wwwfalcontrainingcom 53
The Role of a Program Manager
Sponsorship
bullProviding accountability
for the project
bullProvide financial
resources
bullAssist project manager
by clearing road blocks
and obtaining resources
for the project
bullAll while not managing
the project
Planning
bullActivities that take place
at multiple levels with
different goals
bullResolving resource
conflicts
Resource Management
bullEnsuring that projects
competing for the same
resources are
adequately provided for
Reporting
bullProviding a holistic view
of the performance of all
projects within the
program and reporting
back to the portfolio
managers
wwwfalcontrainingcom 54
The PMO
55wwwfalcontrainingcomItrsquos good to know
The Project Management Office
Policies
Training
ResourcesProcesses
Standards
PMO
wwwfalcontrainingcom 56
The Project Management Office (PMO)
ldquoAn organisational body or entity assigned various
responsibilities related to the centralised and coordinated
management of those projects under its domainrdquo
ldquoThe responsibilities of a PMO can range from providing
project management support functions to actually being
responsible for the direct management of a projectrdquo
(PMBOKreg 4th ed)
The centre of
project excellence
in your organisation
PMOrsquos function will depend on organisations needs and Project Management maturity
wwwfalcontrainingcom 57
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Housekeeping
Emergency procedures
Comfort breaks
Refreshments
Morning tea
Lunch
Afternoon tea
Wifi
Mobile phones amp laptops
Questions
wwwfalcontrainingcom 3
Course Objective
Build on project management knowledge and skills applicable to
your projectsrole in the organisation
Examine how project management impacts all levels of the
organisation in terms of
wwwfalcontrainingcom 4
planning
delivery
scheduling
controlling
customer service
interface knowledge
techniques
skills
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Applying what wersquove learned - Case Study ndash The Titanic
wwwfalcontrainingcom 5
Your training kit
Course Agenda and Outline
Case studies and references
Templates amp Course slides
Available for download httpfalcontrainingcomtemplates
Access Code for Fulton Hogan Templates FH2016
wwwfalcontrainingcom 6
But firsthellip
1 Your name amp current role
2 Project Management amp you
Your experience exposure
Methods yoursquove used
Projects yoursquore working on
3 What would you like to get out of today
wwwfalcontrainingcom 7
Talk
Letrsquos
1 The Profession of Project Management
8wwwfalcontrainingcomItrsquos good to know
The Project Management Industry
The Industry is still maturinghellip
Many PMs are lsquoAccidental Project Managersrsquo
wwwfalcontrainingcom 9
State of Play in New Zealand
60 of NZ companies failing to measure ROI in their projects
gt 25 of organisations donrsquot undertake any form of strategic review to track the
benefits realised by the business
70 of NZ companies have experienced at least 1 project failure in the past 12 Mos
gt 50 of organizations donrsquot consistently achieve stated project deliverables
Only 33 of companies prepare a Business Case for all projects
Nearly 60 of NZ companies fail to consistently align projects to corporate strategy
68 of companies donrsquot have an effective project sponsor
wwwfalcontrainingcom 10Source KPMG New Zealand Project Management survey 2010
Your Project Management experience
Tell me aboutthings that have
gone well and notso well in yourprojectshellip
wwwfalcontrainingcom 11
Professional Project Management
Project SelectionGovernance and
Sponsorship
Defining Scope
Create a Work Breakdown Structure
(WBS)
Estimate time amp cost
Project budget
Project schedule
Risks
People
Procurement
Quality
Communication amp stakeholders Ethics
wwwfalcontrainingcom 12
PMIorgThe Project Management Institute
13wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 14
PMI New Zealand (PMINZ)
Over 1650 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 15
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
16wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
wwwfalcontrainingcom 17
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
wwwfalcontrainingcom 18
Knowledge Areas
Integration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 19
wwwfalcontrainingcom 20
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
wwwfalcontrainingcom 21
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
OPM3 is a registered mark of the Project Management Institute Inc wwwfalcontrainingcom 22
2 The Project Lifecycle
23wwwfalcontrainingcomItrsquos good to know
5 Phases of a Project
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 24
Initiating a project
Choosing a project
1 Chose projects that align with your organisational
strategy
2 Chose projects that meet your financial criteria
3 Choose projects that meet your non-financial criteria
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 25
Project Selection
wwwfalcontrainingcom 26
Discussionhellip
What sort of project evaluation process does your
organisation have
Talk
Letrsquos
wwwfalcontrainingcom 27
Project Charter (like the birth certificate of a project)
Project Roles amp Responsibilities (Project Manager owner sponsor etc)
Reason for the project
High level statement of work to be undertaken
Known milestones constraints and assumptions
28
Pro
ject
Ch
art
er
Tem
pla
te
Project Name
Prepared by
Date
Initiation Includes the name of the project and the designated project manager
Synopsis Briefly summarize the salient aspects of the project by answering the questions Why (purpose) What (product descriptio n scope) When (time) and How much (resources)
PurposeBusiness Need Identify the customers who are to receive and benefit from the product developed by the project and the need the product is intended to meet (either as a problem to solve or as an opportunity to exploit)
Product Description and Deliverables
Identify what product is to be delivered at the end of the project and at any interim delivery points Describe the product sufficiently to enable the project team to create it and for agreement to be reached at product delivery time that the product has been corr ectly produced
Project Management Briefly indicate general approach and any relevant PMI or other standards to be used
Assumptions Constraints Risks Briefly identify salient assumptions constraints and known risks if any which can be anticipated to have a major impact o n the process andor outcome of the project and which require decisions or actions by the project sponsor or team
Resources Indicate required andor available resources to be used on the project As appropriate indicate financial personnel and ma terial resources (such as facilities equipment supplies and services)
Approach Indicate the way in which the project will produce the product
Communication and Reporting Identify communication required between the project sponsor and the project team
Acceptance Indicate the method and criteria for the project sponsor to accept the specified project deliverables as complete and adequate
Change Management Indicate the procedures to be used for making and documenting changes to the charter
Other Identify and explain any other matters that are important for the initiation and conduct of the project Focus on charter issues of importance between the project sponsor and the project manager This section is not for describing the project plan
Approval (optional) Project Manager Sponsor
29
wwwfalcontrainingcom 30
Project Planning
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 31
32
ldquoA common mistake people
make when trying to design
something fool proof is to
underestimate the ingenuity
of complete foolsrdquo
Douglas Adams author
The Hitchhikers Guide to the Galaxy
(1952-2001)
ldquoIn preparing for battle I
have always found that
plans are useless but
planning is indispensablerdquo
Dwight D Eisenhower (1890 - 1969)
33
ldquoIf I had eight hours to chop
down a tree Irsquod spend six
hours sharpening my axerdquo
Abraham Lincoln (1809 - 1865)
34
Why Plan
PROACTIVE is better than REACTIVE
Avoids waste
Helps to mitigate the effects of failure
Defines your goal and how you intend to get there
Develop measurement metrics ndash budgets time quality
Helps to identify risks early on ie resource conflicts
Produce project estimates ie cost and time estimates
wwwfalcontrainingcom 35
The Planning Approach
Encourage involvement from all
appropriate stakeholders when
planning the project
Make sure plan is detailed
enough to be successful yet
flexible enough to respond to
change
Get sign off on your plan from
higher-level and customer (gives
legitimacy and creates buy in)
Project
planning
is
an
iterative
process
Planning Tips
wwwfalcontrainingcom 36
The Project Management Plan
Outlines best way to manage all areas of the project
Can be one single document or several documents in
different formats
It is NOT a Gantt chart
Is a living and breathing document ndash ie will change as
the project develops
wwwfalcontrainingcom 37
Discussion - The Value of Planning
1 Why do you think it is important to plan
2 How much planning do you think you should do
3 Do things usually go according to plan
Talk
Letrsquos4 Whatrsquos the cost of
planning as of
Project cost
wwwfalcontrainingcom 38
Applying your project plan
Planning is only useful if you use it during project execution
Plan provides the basis for
project execution
monitoring amp control and
closure activities
Assume the project wonrsquot go according to planhellip
But having a plan tells you when this is happening and how to manage
Change control and corrective action can take place once variances from the plan have been anticipated or actually occurred
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 39
Change Control
All requested change must be
documented and controlled
Ensure Steering Board involvement
in change control process and
approvals
Avoid lsquodeath by a thousand cutsrsquo
and lsquothe scope creeprsquo
Avoid lsquogold platingrsquo
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 40
Controlling your Baseline
Remember to
1 lsquoRebaselinersquo your project when changes are approved
2 Clearly communicate the baseline
Baseline
wwwfalcontrainingcom 41
Discussion
1 Think of projects in your organisation and how
change control has been managed
2 Share some of the good the bad and the uglyhellip
Talk
Letrsquos
wwwfalcontrainingcom 42
Sa
mp
le C
ha
ng
e
Co
ntr
ol T
em
pla
te
Project Name
Prepared by
Date
Person(s) Requesting Change
Change Number
Type of Change Requested
Project Scope Change
Project Budget Change Project Schedule Change
Project ProcurementContract Change Other (specify)
Detailed Description of Change
Reason for Change Requested
Effect on Project Cost
Projected Cost Overrun of approximately
Estimated Cost Reduction of approximately
Effect on Schedule
Planned Project Completion Date
New Project Completion Date
Additional Remarks
Approval Project Manager Date
Approval (Other) Date
43
Closing a Project
All projects must be closed
Gather and document lessons learnt for future projects
Get signoff from project sponsor andor client
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 44
Key Elements of Closure
Plan how your project is going to be closed ()
Contractual Closure
Financial Closure
Lessons Learned
Post Project Review
Benefits Realisation
Project Team Release
wwwfalcontrainingcom 45
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
The Project Life Cycle
Process Groups Interact in a Project
Level of
Effort
TimeStart Finish
Initiating
Process
Group
Planning
Process
Group
Executing
Process
Group
Monitoring amp
Controlling
Process Group
Closing
Process
Group
wwwfalcontrainingcom 46
3 ProgramPortfoliosProject Management (P3) and the PMO
47wwwfalcontrainingcomItrsquos good to know
Projects vs Programs vs Portfolios
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
Next Year
Project 1
Project 2
Project 3
Project 4
Project 5
Program 1
Portfolio 1
wwwfalcontrainingcom 48
Skills Required for
Successful Project
Management
Skills Required for Successful Project Management
Organises resources for the project
Provides direction coordination and integration to the
project team
Responsible for performance and success of the project
Must use the right people at the right time to address the right
issues and make the right decisions
Excellent communication people leadership and stakeholder
management skills
wwwfalcontrainingcom 50
Other roleshellip
Project Steering Board
Project Sponsor
Project Owner
Project Manager
Project Coordinator
Project Administrator
Program Managerhellip
wwwfalcontrainingcom 51
The Role of a Program Manager
wwwfalcontrainingcom 52
Governance
Financial
Management
Infrastructure
Sponsorship
Planning
Resource
Management
Reporting
The Role of a Program Manager
Governance
bullProviding governance
wisdom and guidance
to Project Managers
bullAsking hard questions
but not interfering with
management
Financial Management
bull Implementation of
specific fiscal practices
and controls for
multiple projects
bullReallocation of project
budgets based on
need and availability
Infrastructure
bullThe PMO technology
and other factors in the
work environment
supporting the program
effort
wwwfalcontrainingcom 53
The Role of a Program Manager
Sponsorship
bullProviding accountability
for the project
bullProvide financial
resources
bullAssist project manager
by clearing road blocks
and obtaining resources
for the project
bullAll while not managing
the project
Planning
bullActivities that take place
at multiple levels with
different goals
bullResolving resource
conflicts
Resource Management
bullEnsuring that projects
competing for the same
resources are
adequately provided for
Reporting
bullProviding a holistic view
of the performance of all
projects within the
program and reporting
back to the portfolio
managers
wwwfalcontrainingcom 54
The PMO
55wwwfalcontrainingcomItrsquos good to know
The Project Management Office
Policies
Training
ResourcesProcesses
Standards
PMO
wwwfalcontrainingcom 56
The Project Management Office (PMO)
ldquoAn organisational body or entity assigned various
responsibilities related to the centralised and coordinated
management of those projects under its domainrdquo
ldquoThe responsibilities of a PMO can range from providing
project management support functions to actually being
responsible for the direct management of a projectrdquo
(PMBOKreg 4th ed)
The centre of
project excellence
in your organisation
PMOrsquos function will depend on organisations needs and Project Management maturity
wwwfalcontrainingcom 57
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Course Objective
Build on project management knowledge and skills applicable to
your projectsrole in the organisation
Examine how project management impacts all levels of the
organisation in terms of
wwwfalcontrainingcom 4
planning
delivery
scheduling
controlling
customer service
interface knowledge
techniques
skills
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Applying what wersquove learned - Case Study ndash The Titanic
wwwfalcontrainingcom 5
Your training kit
Course Agenda and Outline
Case studies and references
Templates amp Course slides
Available for download httpfalcontrainingcomtemplates
Access Code for Fulton Hogan Templates FH2016
wwwfalcontrainingcom 6
But firsthellip
1 Your name amp current role
2 Project Management amp you
Your experience exposure
Methods yoursquove used
Projects yoursquore working on
3 What would you like to get out of today
wwwfalcontrainingcom 7
Talk
Letrsquos
1 The Profession of Project Management
8wwwfalcontrainingcomItrsquos good to know
The Project Management Industry
The Industry is still maturinghellip
Many PMs are lsquoAccidental Project Managersrsquo
wwwfalcontrainingcom 9
State of Play in New Zealand
60 of NZ companies failing to measure ROI in their projects
gt 25 of organisations donrsquot undertake any form of strategic review to track the
benefits realised by the business
70 of NZ companies have experienced at least 1 project failure in the past 12 Mos
gt 50 of organizations donrsquot consistently achieve stated project deliverables
Only 33 of companies prepare a Business Case for all projects
Nearly 60 of NZ companies fail to consistently align projects to corporate strategy
68 of companies donrsquot have an effective project sponsor
wwwfalcontrainingcom 10Source KPMG New Zealand Project Management survey 2010
Your Project Management experience
Tell me aboutthings that have
gone well and notso well in yourprojectshellip
wwwfalcontrainingcom 11
Professional Project Management
Project SelectionGovernance and
Sponsorship
Defining Scope
Create a Work Breakdown Structure
(WBS)
Estimate time amp cost
Project budget
Project schedule
Risks
People
Procurement
Quality
Communication amp stakeholders Ethics
wwwfalcontrainingcom 12
PMIorgThe Project Management Institute
13wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 14
PMI New Zealand (PMINZ)
Over 1650 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 15
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
16wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
wwwfalcontrainingcom 17
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
wwwfalcontrainingcom 18
Knowledge Areas
Integration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 19
wwwfalcontrainingcom 20
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
wwwfalcontrainingcom 21
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
OPM3 is a registered mark of the Project Management Institute Inc wwwfalcontrainingcom 22
2 The Project Lifecycle
23wwwfalcontrainingcomItrsquos good to know
5 Phases of a Project
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 24
Initiating a project
Choosing a project
1 Chose projects that align with your organisational
strategy
2 Chose projects that meet your financial criteria
3 Choose projects that meet your non-financial criteria
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 25
Project Selection
wwwfalcontrainingcom 26
Discussionhellip
What sort of project evaluation process does your
organisation have
Talk
Letrsquos
wwwfalcontrainingcom 27
Project Charter (like the birth certificate of a project)
Project Roles amp Responsibilities (Project Manager owner sponsor etc)
Reason for the project
High level statement of work to be undertaken
Known milestones constraints and assumptions
28
Pro
ject
Ch
art
er
Tem
pla
te
Project Name
Prepared by
Date
Initiation Includes the name of the project and the designated project manager
Synopsis Briefly summarize the salient aspects of the project by answering the questions Why (purpose) What (product descriptio n scope) When (time) and How much (resources)
PurposeBusiness Need Identify the customers who are to receive and benefit from the product developed by the project and the need the product is intended to meet (either as a problem to solve or as an opportunity to exploit)
Product Description and Deliverables
Identify what product is to be delivered at the end of the project and at any interim delivery points Describe the product sufficiently to enable the project team to create it and for agreement to be reached at product delivery time that the product has been corr ectly produced
Project Management Briefly indicate general approach and any relevant PMI or other standards to be used
Assumptions Constraints Risks Briefly identify salient assumptions constraints and known risks if any which can be anticipated to have a major impact o n the process andor outcome of the project and which require decisions or actions by the project sponsor or team
Resources Indicate required andor available resources to be used on the project As appropriate indicate financial personnel and ma terial resources (such as facilities equipment supplies and services)
Approach Indicate the way in which the project will produce the product
Communication and Reporting Identify communication required between the project sponsor and the project team
Acceptance Indicate the method and criteria for the project sponsor to accept the specified project deliverables as complete and adequate
Change Management Indicate the procedures to be used for making and documenting changes to the charter
Other Identify and explain any other matters that are important for the initiation and conduct of the project Focus on charter issues of importance between the project sponsor and the project manager This section is not for describing the project plan
Approval (optional) Project Manager Sponsor
29
wwwfalcontrainingcom 30
Project Planning
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 31
32
ldquoA common mistake people
make when trying to design
something fool proof is to
underestimate the ingenuity
of complete foolsrdquo
Douglas Adams author
The Hitchhikers Guide to the Galaxy
(1952-2001)
ldquoIn preparing for battle I
have always found that
plans are useless but
planning is indispensablerdquo
Dwight D Eisenhower (1890 - 1969)
33
ldquoIf I had eight hours to chop
down a tree Irsquod spend six
hours sharpening my axerdquo
Abraham Lincoln (1809 - 1865)
34
Why Plan
PROACTIVE is better than REACTIVE
Avoids waste
Helps to mitigate the effects of failure
Defines your goal and how you intend to get there
Develop measurement metrics ndash budgets time quality
Helps to identify risks early on ie resource conflicts
Produce project estimates ie cost and time estimates
wwwfalcontrainingcom 35
The Planning Approach
Encourage involvement from all
appropriate stakeholders when
planning the project
Make sure plan is detailed
enough to be successful yet
flexible enough to respond to
change
Get sign off on your plan from
higher-level and customer (gives
legitimacy and creates buy in)
Project
planning
is
an
iterative
process
Planning Tips
wwwfalcontrainingcom 36
The Project Management Plan
Outlines best way to manage all areas of the project
Can be one single document or several documents in
different formats
It is NOT a Gantt chart
Is a living and breathing document ndash ie will change as
the project develops
wwwfalcontrainingcom 37
Discussion - The Value of Planning
1 Why do you think it is important to plan
2 How much planning do you think you should do
3 Do things usually go according to plan
Talk
Letrsquos4 Whatrsquos the cost of
planning as of
Project cost
wwwfalcontrainingcom 38
Applying your project plan
Planning is only useful if you use it during project execution
Plan provides the basis for
project execution
monitoring amp control and
closure activities
Assume the project wonrsquot go according to planhellip
But having a plan tells you when this is happening and how to manage
Change control and corrective action can take place once variances from the plan have been anticipated or actually occurred
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 39
Change Control
All requested change must be
documented and controlled
Ensure Steering Board involvement
in change control process and
approvals
Avoid lsquodeath by a thousand cutsrsquo
and lsquothe scope creeprsquo
Avoid lsquogold platingrsquo
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 40
Controlling your Baseline
Remember to
1 lsquoRebaselinersquo your project when changes are approved
2 Clearly communicate the baseline
Baseline
wwwfalcontrainingcom 41
Discussion
1 Think of projects in your organisation and how
change control has been managed
2 Share some of the good the bad and the uglyhellip
Talk
Letrsquos
wwwfalcontrainingcom 42
Sa
mp
le C
ha
ng
e
Co
ntr
ol T
em
pla
te
Project Name
Prepared by
Date
Person(s) Requesting Change
Change Number
Type of Change Requested
Project Scope Change
Project Budget Change Project Schedule Change
Project ProcurementContract Change Other (specify)
Detailed Description of Change
Reason for Change Requested
Effect on Project Cost
Projected Cost Overrun of approximately
Estimated Cost Reduction of approximately
Effect on Schedule
Planned Project Completion Date
New Project Completion Date
Additional Remarks
Approval Project Manager Date
Approval (Other) Date
43
Closing a Project
All projects must be closed
Gather and document lessons learnt for future projects
Get signoff from project sponsor andor client
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 44
Key Elements of Closure
Plan how your project is going to be closed ()
Contractual Closure
Financial Closure
Lessons Learned
Post Project Review
Benefits Realisation
Project Team Release
wwwfalcontrainingcom 45
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
The Project Life Cycle
Process Groups Interact in a Project
Level of
Effort
TimeStart Finish
Initiating
Process
Group
Planning
Process
Group
Executing
Process
Group
Monitoring amp
Controlling
Process Group
Closing
Process
Group
wwwfalcontrainingcom 46
3 ProgramPortfoliosProject Management (P3) and the PMO
47wwwfalcontrainingcomItrsquos good to know
Projects vs Programs vs Portfolios
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
Next Year
Project 1
Project 2
Project 3
Project 4
Project 5
Program 1
Portfolio 1
wwwfalcontrainingcom 48
Skills Required for
Successful Project
Management
Skills Required for Successful Project Management
Organises resources for the project
Provides direction coordination and integration to the
project team
Responsible for performance and success of the project
Must use the right people at the right time to address the right
issues and make the right decisions
Excellent communication people leadership and stakeholder
management skills
wwwfalcontrainingcom 50
Other roleshellip
Project Steering Board
Project Sponsor
Project Owner
Project Manager
Project Coordinator
Project Administrator
Program Managerhellip
wwwfalcontrainingcom 51
The Role of a Program Manager
wwwfalcontrainingcom 52
Governance
Financial
Management
Infrastructure
Sponsorship
Planning
Resource
Management
Reporting
The Role of a Program Manager
Governance
bullProviding governance
wisdom and guidance
to Project Managers
bullAsking hard questions
but not interfering with
management
Financial Management
bull Implementation of
specific fiscal practices
and controls for
multiple projects
bullReallocation of project
budgets based on
need and availability
Infrastructure
bullThe PMO technology
and other factors in the
work environment
supporting the program
effort
wwwfalcontrainingcom 53
The Role of a Program Manager
Sponsorship
bullProviding accountability
for the project
bullProvide financial
resources
bullAssist project manager
by clearing road blocks
and obtaining resources
for the project
bullAll while not managing
the project
Planning
bullActivities that take place
at multiple levels with
different goals
bullResolving resource
conflicts
Resource Management
bullEnsuring that projects
competing for the same
resources are
adequately provided for
Reporting
bullProviding a holistic view
of the performance of all
projects within the
program and reporting
back to the portfolio
managers
wwwfalcontrainingcom 54
The PMO
55wwwfalcontrainingcomItrsquos good to know
The Project Management Office
Policies
Training
ResourcesProcesses
Standards
PMO
wwwfalcontrainingcom 56
The Project Management Office (PMO)
ldquoAn organisational body or entity assigned various
responsibilities related to the centralised and coordinated
management of those projects under its domainrdquo
ldquoThe responsibilities of a PMO can range from providing
project management support functions to actually being
responsible for the direct management of a projectrdquo
(PMBOKreg 4th ed)
The centre of
project excellence
in your organisation
PMOrsquos function will depend on organisations needs and Project Management maturity
wwwfalcontrainingcom 57
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Applying what wersquove learned - Case Study ndash The Titanic
wwwfalcontrainingcom 5
Your training kit
Course Agenda and Outline
Case studies and references
Templates amp Course slides
Available for download httpfalcontrainingcomtemplates
Access Code for Fulton Hogan Templates FH2016
wwwfalcontrainingcom 6
But firsthellip
1 Your name amp current role
2 Project Management amp you
Your experience exposure
Methods yoursquove used
Projects yoursquore working on
3 What would you like to get out of today
wwwfalcontrainingcom 7
Talk
Letrsquos
1 The Profession of Project Management
8wwwfalcontrainingcomItrsquos good to know
The Project Management Industry
The Industry is still maturinghellip
Many PMs are lsquoAccidental Project Managersrsquo
wwwfalcontrainingcom 9
State of Play in New Zealand
60 of NZ companies failing to measure ROI in their projects
gt 25 of organisations donrsquot undertake any form of strategic review to track the
benefits realised by the business
70 of NZ companies have experienced at least 1 project failure in the past 12 Mos
gt 50 of organizations donrsquot consistently achieve stated project deliverables
Only 33 of companies prepare a Business Case for all projects
Nearly 60 of NZ companies fail to consistently align projects to corporate strategy
68 of companies donrsquot have an effective project sponsor
wwwfalcontrainingcom 10Source KPMG New Zealand Project Management survey 2010
Your Project Management experience
Tell me aboutthings that have
gone well and notso well in yourprojectshellip
wwwfalcontrainingcom 11
Professional Project Management
Project SelectionGovernance and
Sponsorship
Defining Scope
Create a Work Breakdown Structure
(WBS)
Estimate time amp cost
Project budget
Project schedule
Risks
People
Procurement
Quality
Communication amp stakeholders Ethics
wwwfalcontrainingcom 12
PMIorgThe Project Management Institute
13wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 14
PMI New Zealand (PMINZ)
Over 1650 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 15
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
16wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
wwwfalcontrainingcom 17
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
wwwfalcontrainingcom 18
Knowledge Areas
Integration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 19
wwwfalcontrainingcom 20
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
wwwfalcontrainingcom 21
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
OPM3 is a registered mark of the Project Management Institute Inc wwwfalcontrainingcom 22
2 The Project Lifecycle
23wwwfalcontrainingcomItrsquos good to know
5 Phases of a Project
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 24
Initiating a project
Choosing a project
1 Chose projects that align with your organisational
strategy
2 Chose projects that meet your financial criteria
3 Choose projects that meet your non-financial criteria
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 25
Project Selection
wwwfalcontrainingcom 26
Discussionhellip
What sort of project evaluation process does your
organisation have
Talk
Letrsquos
wwwfalcontrainingcom 27
Project Charter (like the birth certificate of a project)
Project Roles amp Responsibilities (Project Manager owner sponsor etc)
Reason for the project
High level statement of work to be undertaken
Known milestones constraints and assumptions
28
Pro
ject
Ch
art
er
Tem
pla
te
Project Name
Prepared by
Date
Initiation Includes the name of the project and the designated project manager
Synopsis Briefly summarize the salient aspects of the project by answering the questions Why (purpose) What (product descriptio n scope) When (time) and How much (resources)
PurposeBusiness Need Identify the customers who are to receive and benefit from the product developed by the project and the need the product is intended to meet (either as a problem to solve or as an opportunity to exploit)
Product Description and Deliverables
Identify what product is to be delivered at the end of the project and at any interim delivery points Describe the product sufficiently to enable the project team to create it and for agreement to be reached at product delivery time that the product has been corr ectly produced
Project Management Briefly indicate general approach and any relevant PMI or other standards to be used
Assumptions Constraints Risks Briefly identify salient assumptions constraints and known risks if any which can be anticipated to have a major impact o n the process andor outcome of the project and which require decisions or actions by the project sponsor or team
Resources Indicate required andor available resources to be used on the project As appropriate indicate financial personnel and ma terial resources (such as facilities equipment supplies and services)
Approach Indicate the way in which the project will produce the product
Communication and Reporting Identify communication required between the project sponsor and the project team
Acceptance Indicate the method and criteria for the project sponsor to accept the specified project deliverables as complete and adequate
Change Management Indicate the procedures to be used for making and documenting changes to the charter
Other Identify and explain any other matters that are important for the initiation and conduct of the project Focus on charter issues of importance between the project sponsor and the project manager This section is not for describing the project plan
Approval (optional) Project Manager Sponsor
29
wwwfalcontrainingcom 30
Project Planning
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 31
32
ldquoA common mistake people
make when trying to design
something fool proof is to
underestimate the ingenuity
of complete foolsrdquo
Douglas Adams author
The Hitchhikers Guide to the Galaxy
(1952-2001)
ldquoIn preparing for battle I
have always found that
plans are useless but
planning is indispensablerdquo
Dwight D Eisenhower (1890 - 1969)
33
ldquoIf I had eight hours to chop
down a tree Irsquod spend six
hours sharpening my axerdquo
Abraham Lincoln (1809 - 1865)
34
Why Plan
PROACTIVE is better than REACTIVE
Avoids waste
Helps to mitigate the effects of failure
Defines your goal and how you intend to get there
Develop measurement metrics ndash budgets time quality
Helps to identify risks early on ie resource conflicts
Produce project estimates ie cost and time estimates
wwwfalcontrainingcom 35
The Planning Approach
Encourage involvement from all
appropriate stakeholders when
planning the project
Make sure plan is detailed
enough to be successful yet
flexible enough to respond to
change
Get sign off on your plan from
higher-level and customer (gives
legitimacy and creates buy in)
Project
planning
is
an
iterative
process
Planning Tips
wwwfalcontrainingcom 36
The Project Management Plan
Outlines best way to manage all areas of the project
Can be one single document or several documents in
different formats
It is NOT a Gantt chart
Is a living and breathing document ndash ie will change as
the project develops
wwwfalcontrainingcom 37
Discussion - The Value of Planning
1 Why do you think it is important to plan
2 How much planning do you think you should do
3 Do things usually go according to plan
Talk
Letrsquos4 Whatrsquos the cost of
planning as of
Project cost
wwwfalcontrainingcom 38
Applying your project plan
Planning is only useful if you use it during project execution
Plan provides the basis for
project execution
monitoring amp control and
closure activities
Assume the project wonrsquot go according to planhellip
But having a plan tells you when this is happening and how to manage
Change control and corrective action can take place once variances from the plan have been anticipated or actually occurred
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 39
Change Control
All requested change must be
documented and controlled
Ensure Steering Board involvement
in change control process and
approvals
Avoid lsquodeath by a thousand cutsrsquo
and lsquothe scope creeprsquo
Avoid lsquogold platingrsquo
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 40
Controlling your Baseline
Remember to
1 lsquoRebaselinersquo your project when changes are approved
2 Clearly communicate the baseline
Baseline
wwwfalcontrainingcom 41
Discussion
1 Think of projects in your organisation and how
change control has been managed
2 Share some of the good the bad and the uglyhellip
Talk
Letrsquos
wwwfalcontrainingcom 42
Sa
mp
le C
ha
ng
e
Co
ntr
ol T
em
pla
te
Project Name
Prepared by
Date
Person(s) Requesting Change
Change Number
Type of Change Requested
Project Scope Change
Project Budget Change Project Schedule Change
Project ProcurementContract Change Other (specify)
Detailed Description of Change
Reason for Change Requested
Effect on Project Cost
Projected Cost Overrun of approximately
Estimated Cost Reduction of approximately
Effect on Schedule
Planned Project Completion Date
New Project Completion Date
Additional Remarks
Approval Project Manager Date
Approval (Other) Date
43
Closing a Project
All projects must be closed
Gather and document lessons learnt for future projects
Get signoff from project sponsor andor client
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 44
Key Elements of Closure
Plan how your project is going to be closed ()
Contractual Closure
Financial Closure
Lessons Learned
Post Project Review
Benefits Realisation
Project Team Release
wwwfalcontrainingcom 45
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
The Project Life Cycle
Process Groups Interact in a Project
Level of
Effort
TimeStart Finish
Initiating
Process
Group
Planning
Process
Group
Executing
Process
Group
Monitoring amp
Controlling
Process Group
Closing
Process
Group
wwwfalcontrainingcom 46
3 ProgramPortfoliosProject Management (P3) and the PMO
47wwwfalcontrainingcomItrsquos good to know
Projects vs Programs vs Portfolios
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
Next Year
Project 1
Project 2
Project 3
Project 4
Project 5
Program 1
Portfolio 1
wwwfalcontrainingcom 48
Skills Required for
Successful Project
Management
Skills Required for Successful Project Management
Organises resources for the project
Provides direction coordination and integration to the
project team
Responsible for performance and success of the project
Must use the right people at the right time to address the right
issues and make the right decisions
Excellent communication people leadership and stakeholder
management skills
wwwfalcontrainingcom 50
Other roleshellip
Project Steering Board
Project Sponsor
Project Owner
Project Manager
Project Coordinator
Project Administrator
Program Managerhellip
wwwfalcontrainingcom 51
The Role of a Program Manager
wwwfalcontrainingcom 52
Governance
Financial
Management
Infrastructure
Sponsorship
Planning
Resource
Management
Reporting
The Role of a Program Manager
Governance
bullProviding governance
wisdom and guidance
to Project Managers
bullAsking hard questions
but not interfering with
management
Financial Management
bull Implementation of
specific fiscal practices
and controls for
multiple projects
bullReallocation of project
budgets based on
need and availability
Infrastructure
bullThe PMO technology
and other factors in the
work environment
supporting the program
effort
wwwfalcontrainingcom 53
The Role of a Program Manager
Sponsorship
bullProviding accountability
for the project
bullProvide financial
resources
bullAssist project manager
by clearing road blocks
and obtaining resources
for the project
bullAll while not managing
the project
Planning
bullActivities that take place
at multiple levels with
different goals
bullResolving resource
conflicts
Resource Management
bullEnsuring that projects
competing for the same
resources are
adequately provided for
Reporting
bullProviding a holistic view
of the performance of all
projects within the
program and reporting
back to the portfolio
managers
wwwfalcontrainingcom 54
The PMO
55wwwfalcontrainingcomItrsquos good to know
The Project Management Office
Policies
Training
ResourcesProcesses
Standards
PMO
wwwfalcontrainingcom 56
The Project Management Office (PMO)
ldquoAn organisational body or entity assigned various
responsibilities related to the centralised and coordinated
management of those projects under its domainrdquo
ldquoThe responsibilities of a PMO can range from providing
project management support functions to actually being
responsible for the direct management of a projectrdquo
(PMBOKreg 4th ed)
The centre of
project excellence
in your organisation
PMOrsquos function will depend on organisations needs and Project Management maturity
wwwfalcontrainingcom 57
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Your training kit
Course Agenda and Outline
Case studies and references
Templates amp Course slides
Available for download httpfalcontrainingcomtemplates
Access Code for Fulton Hogan Templates FH2016
wwwfalcontrainingcom 6
But firsthellip
1 Your name amp current role
2 Project Management amp you
Your experience exposure
Methods yoursquove used
Projects yoursquore working on
3 What would you like to get out of today
wwwfalcontrainingcom 7
Talk
Letrsquos
1 The Profession of Project Management
8wwwfalcontrainingcomItrsquos good to know
The Project Management Industry
The Industry is still maturinghellip
Many PMs are lsquoAccidental Project Managersrsquo
wwwfalcontrainingcom 9
State of Play in New Zealand
60 of NZ companies failing to measure ROI in their projects
gt 25 of organisations donrsquot undertake any form of strategic review to track the
benefits realised by the business
70 of NZ companies have experienced at least 1 project failure in the past 12 Mos
gt 50 of organizations donrsquot consistently achieve stated project deliverables
Only 33 of companies prepare a Business Case for all projects
Nearly 60 of NZ companies fail to consistently align projects to corporate strategy
68 of companies donrsquot have an effective project sponsor
wwwfalcontrainingcom 10Source KPMG New Zealand Project Management survey 2010
Your Project Management experience
Tell me aboutthings that have
gone well and notso well in yourprojectshellip
wwwfalcontrainingcom 11
Professional Project Management
Project SelectionGovernance and
Sponsorship
Defining Scope
Create a Work Breakdown Structure
(WBS)
Estimate time amp cost
Project budget
Project schedule
Risks
People
Procurement
Quality
Communication amp stakeholders Ethics
wwwfalcontrainingcom 12
PMIorgThe Project Management Institute
13wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 14
PMI New Zealand (PMINZ)
Over 1650 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 15
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
16wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
wwwfalcontrainingcom 17
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
wwwfalcontrainingcom 18
Knowledge Areas
Integration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 19
wwwfalcontrainingcom 20
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
wwwfalcontrainingcom 21
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
OPM3 is a registered mark of the Project Management Institute Inc wwwfalcontrainingcom 22
2 The Project Lifecycle
23wwwfalcontrainingcomItrsquos good to know
5 Phases of a Project
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 24
Initiating a project
Choosing a project
1 Chose projects that align with your organisational
strategy
2 Chose projects that meet your financial criteria
3 Choose projects that meet your non-financial criteria
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 25
Project Selection
wwwfalcontrainingcom 26
Discussionhellip
What sort of project evaluation process does your
organisation have
Talk
Letrsquos
wwwfalcontrainingcom 27
Project Charter (like the birth certificate of a project)
Project Roles amp Responsibilities (Project Manager owner sponsor etc)
Reason for the project
High level statement of work to be undertaken
Known milestones constraints and assumptions
28
Pro
ject
Ch
art
er
Tem
pla
te
Project Name
Prepared by
Date
Initiation Includes the name of the project and the designated project manager
Synopsis Briefly summarize the salient aspects of the project by answering the questions Why (purpose) What (product descriptio n scope) When (time) and How much (resources)
PurposeBusiness Need Identify the customers who are to receive and benefit from the product developed by the project and the need the product is intended to meet (either as a problem to solve or as an opportunity to exploit)
Product Description and Deliverables
Identify what product is to be delivered at the end of the project and at any interim delivery points Describe the product sufficiently to enable the project team to create it and for agreement to be reached at product delivery time that the product has been corr ectly produced
Project Management Briefly indicate general approach and any relevant PMI or other standards to be used
Assumptions Constraints Risks Briefly identify salient assumptions constraints and known risks if any which can be anticipated to have a major impact o n the process andor outcome of the project and which require decisions or actions by the project sponsor or team
Resources Indicate required andor available resources to be used on the project As appropriate indicate financial personnel and ma terial resources (such as facilities equipment supplies and services)
Approach Indicate the way in which the project will produce the product
Communication and Reporting Identify communication required between the project sponsor and the project team
Acceptance Indicate the method and criteria for the project sponsor to accept the specified project deliverables as complete and adequate
Change Management Indicate the procedures to be used for making and documenting changes to the charter
Other Identify and explain any other matters that are important for the initiation and conduct of the project Focus on charter issues of importance between the project sponsor and the project manager This section is not for describing the project plan
Approval (optional) Project Manager Sponsor
29
wwwfalcontrainingcom 30
Project Planning
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 31
32
ldquoA common mistake people
make when trying to design
something fool proof is to
underestimate the ingenuity
of complete foolsrdquo
Douglas Adams author
The Hitchhikers Guide to the Galaxy
(1952-2001)
ldquoIn preparing for battle I
have always found that
plans are useless but
planning is indispensablerdquo
Dwight D Eisenhower (1890 - 1969)
33
ldquoIf I had eight hours to chop
down a tree Irsquod spend six
hours sharpening my axerdquo
Abraham Lincoln (1809 - 1865)
34
Why Plan
PROACTIVE is better than REACTIVE
Avoids waste
Helps to mitigate the effects of failure
Defines your goal and how you intend to get there
Develop measurement metrics ndash budgets time quality
Helps to identify risks early on ie resource conflicts
Produce project estimates ie cost and time estimates
wwwfalcontrainingcom 35
The Planning Approach
Encourage involvement from all
appropriate stakeholders when
planning the project
Make sure plan is detailed
enough to be successful yet
flexible enough to respond to
change
Get sign off on your plan from
higher-level and customer (gives
legitimacy and creates buy in)
Project
planning
is
an
iterative
process
Planning Tips
wwwfalcontrainingcom 36
The Project Management Plan
Outlines best way to manage all areas of the project
Can be one single document or several documents in
different formats
It is NOT a Gantt chart
Is a living and breathing document ndash ie will change as
the project develops
wwwfalcontrainingcom 37
Discussion - The Value of Planning
1 Why do you think it is important to plan
2 How much planning do you think you should do
3 Do things usually go according to plan
Talk
Letrsquos4 Whatrsquos the cost of
planning as of
Project cost
wwwfalcontrainingcom 38
Applying your project plan
Planning is only useful if you use it during project execution
Plan provides the basis for
project execution
monitoring amp control and
closure activities
Assume the project wonrsquot go according to planhellip
But having a plan tells you when this is happening and how to manage
Change control and corrective action can take place once variances from the plan have been anticipated or actually occurred
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 39
Change Control
All requested change must be
documented and controlled
Ensure Steering Board involvement
in change control process and
approvals
Avoid lsquodeath by a thousand cutsrsquo
and lsquothe scope creeprsquo
Avoid lsquogold platingrsquo
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 40
Controlling your Baseline
Remember to
1 lsquoRebaselinersquo your project when changes are approved
2 Clearly communicate the baseline
Baseline
wwwfalcontrainingcom 41
Discussion
1 Think of projects in your organisation and how
change control has been managed
2 Share some of the good the bad and the uglyhellip
Talk
Letrsquos
wwwfalcontrainingcom 42
Sa
mp
le C
ha
ng
e
Co
ntr
ol T
em
pla
te
Project Name
Prepared by
Date
Person(s) Requesting Change
Change Number
Type of Change Requested
Project Scope Change
Project Budget Change Project Schedule Change
Project ProcurementContract Change Other (specify)
Detailed Description of Change
Reason for Change Requested
Effect on Project Cost
Projected Cost Overrun of approximately
Estimated Cost Reduction of approximately
Effect on Schedule
Planned Project Completion Date
New Project Completion Date
Additional Remarks
Approval Project Manager Date
Approval (Other) Date
43
Closing a Project
All projects must be closed
Gather and document lessons learnt for future projects
Get signoff from project sponsor andor client
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 44
Key Elements of Closure
Plan how your project is going to be closed ()
Contractual Closure
Financial Closure
Lessons Learned
Post Project Review
Benefits Realisation
Project Team Release
wwwfalcontrainingcom 45
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
The Project Life Cycle
Process Groups Interact in a Project
Level of
Effort
TimeStart Finish
Initiating
Process
Group
Planning
Process
Group
Executing
Process
Group
Monitoring amp
Controlling
Process Group
Closing
Process
Group
wwwfalcontrainingcom 46
3 ProgramPortfoliosProject Management (P3) and the PMO
47wwwfalcontrainingcomItrsquos good to know
Projects vs Programs vs Portfolios
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
Next Year
Project 1
Project 2
Project 3
Project 4
Project 5
Program 1
Portfolio 1
wwwfalcontrainingcom 48
Skills Required for
Successful Project
Management
Skills Required for Successful Project Management
Organises resources for the project
Provides direction coordination and integration to the
project team
Responsible for performance and success of the project
Must use the right people at the right time to address the right
issues and make the right decisions
Excellent communication people leadership and stakeholder
management skills
wwwfalcontrainingcom 50
Other roleshellip
Project Steering Board
Project Sponsor
Project Owner
Project Manager
Project Coordinator
Project Administrator
Program Managerhellip
wwwfalcontrainingcom 51
The Role of a Program Manager
wwwfalcontrainingcom 52
Governance
Financial
Management
Infrastructure
Sponsorship
Planning
Resource
Management
Reporting
The Role of a Program Manager
Governance
bullProviding governance
wisdom and guidance
to Project Managers
bullAsking hard questions
but not interfering with
management
Financial Management
bull Implementation of
specific fiscal practices
and controls for
multiple projects
bullReallocation of project
budgets based on
need and availability
Infrastructure
bullThe PMO technology
and other factors in the
work environment
supporting the program
effort
wwwfalcontrainingcom 53
The Role of a Program Manager
Sponsorship
bullProviding accountability
for the project
bullProvide financial
resources
bullAssist project manager
by clearing road blocks
and obtaining resources
for the project
bullAll while not managing
the project
Planning
bullActivities that take place
at multiple levels with
different goals
bullResolving resource
conflicts
Resource Management
bullEnsuring that projects
competing for the same
resources are
adequately provided for
Reporting
bullProviding a holistic view
of the performance of all
projects within the
program and reporting
back to the portfolio
managers
wwwfalcontrainingcom 54
The PMO
55wwwfalcontrainingcomItrsquos good to know
The Project Management Office
Policies
Training
ResourcesProcesses
Standards
PMO
wwwfalcontrainingcom 56
The Project Management Office (PMO)
ldquoAn organisational body or entity assigned various
responsibilities related to the centralised and coordinated
management of those projects under its domainrdquo
ldquoThe responsibilities of a PMO can range from providing
project management support functions to actually being
responsible for the direct management of a projectrdquo
(PMBOKreg 4th ed)
The centre of
project excellence
in your organisation
PMOrsquos function will depend on organisations needs and Project Management maturity
wwwfalcontrainingcom 57
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
But firsthellip
1 Your name amp current role
2 Project Management amp you
Your experience exposure
Methods yoursquove used
Projects yoursquore working on
3 What would you like to get out of today
wwwfalcontrainingcom 7
Talk
Letrsquos
1 The Profession of Project Management
8wwwfalcontrainingcomItrsquos good to know
The Project Management Industry
The Industry is still maturinghellip
Many PMs are lsquoAccidental Project Managersrsquo
wwwfalcontrainingcom 9
State of Play in New Zealand
60 of NZ companies failing to measure ROI in their projects
gt 25 of organisations donrsquot undertake any form of strategic review to track the
benefits realised by the business
70 of NZ companies have experienced at least 1 project failure in the past 12 Mos
gt 50 of organizations donrsquot consistently achieve stated project deliverables
Only 33 of companies prepare a Business Case for all projects
Nearly 60 of NZ companies fail to consistently align projects to corporate strategy
68 of companies donrsquot have an effective project sponsor
wwwfalcontrainingcom 10Source KPMG New Zealand Project Management survey 2010
Your Project Management experience
Tell me aboutthings that have
gone well and notso well in yourprojectshellip
wwwfalcontrainingcom 11
Professional Project Management
Project SelectionGovernance and
Sponsorship
Defining Scope
Create a Work Breakdown Structure
(WBS)
Estimate time amp cost
Project budget
Project schedule
Risks
People
Procurement
Quality
Communication amp stakeholders Ethics
wwwfalcontrainingcom 12
PMIorgThe Project Management Institute
13wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 14
PMI New Zealand (PMINZ)
Over 1650 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 15
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
16wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
wwwfalcontrainingcom 17
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
wwwfalcontrainingcom 18
Knowledge Areas
Integration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 19
wwwfalcontrainingcom 20
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
wwwfalcontrainingcom 21
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
OPM3 is a registered mark of the Project Management Institute Inc wwwfalcontrainingcom 22
2 The Project Lifecycle
23wwwfalcontrainingcomItrsquos good to know
5 Phases of a Project
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 24
Initiating a project
Choosing a project
1 Chose projects that align with your organisational
strategy
2 Chose projects that meet your financial criteria
3 Choose projects that meet your non-financial criteria
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 25
Project Selection
wwwfalcontrainingcom 26
Discussionhellip
What sort of project evaluation process does your
organisation have
Talk
Letrsquos
wwwfalcontrainingcom 27
Project Charter (like the birth certificate of a project)
Project Roles amp Responsibilities (Project Manager owner sponsor etc)
Reason for the project
High level statement of work to be undertaken
Known milestones constraints and assumptions
28
Pro
ject
Ch
art
er
Tem
pla
te
Project Name
Prepared by
Date
Initiation Includes the name of the project and the designated project manager
Synopsis Briefly summarize the salient aspects of the project by answering the questions Why (purpose) What (product descriptio n scope) When (time) and How much (resources)
PurposeBusiness Need Identify the customers who are to receive and benefit from the product developed by the project and the need the product is intended to meet (either as a problem to solve or as an opportunity to exploit)
Product Description and Deliverables
Identify what product is to be delivered at the end of the project and at any interim delivery points Describe the product sufficiently to enable the project team to create it and for agreement to be reached at product delivery time that the product has been corr ectly produced
Project Management Briefly indicate general approach and any relevant PMI or other standards to be used
Assumptions Constraints Risks Briefly identify salient assumptions constraints and known risks if any which can be anticipated to have a major impact o n the process andor outcome of the project and which require decisions or actions by the project sponsor or team
Resources Indicate required andor available resources to be used on the project As appropriate indicate financial personnel and ma terial resources (such as facilities equipment supplies and services)
Approach Indicate the way in which the project will produce the product
Communication and Reporting Identify communication required between the project sponsor and the project team
Acceptance Indicate the method and criteria for the project sponsor to accept the specified project deliverables as complete and adequate
Change Management Indicate the procedures to be used for making and documenting changes to the charter
Other Identify and explain any other matters that are important for the initiation and conduct of the project Focus on charter issues of importance between the project sponsor and the project manager This section is not for describing the project plan
Approval (optional) Project Manager Sponsor
29
wwwfalcontrainingcom 30
Project Planning
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 31
32
ldquoA common mistake people
make when trying to design
something fool proof is to
underestimate the ingenuity
of complete foolsrdquo
Douglas Adams author
The Hitchhikers Guide to the Galaxy
(1952-2001)
ldquoIn preparing for battle I
have always found that
plans are useless but
planning is indispensablerdquo
Dwight D Eisenhower (1890 - 1969)
33
ldquoIf I had eight hours to chop
down a tree Irsquod spend six
hours sharpening my axerdquo
Abraham Lincoln (1809 - 1865)
34
Why Plan
PROACTIVE is better than REACTIVE
Avoids waste
Helps to mitigate the effects of failure
Defines your goal and how you intend to get there
Develop measurement metrics ndash budgets time quality
Helps to identify risks early on ie resource conflicts
Produce project estimates ie cost and time estimates
wwwfalcontrainingcom 35
The Planning Approach
Encourage involvement from all
appropriate stakeholders when
planning the project
Make sure plan is detailed
enough to be successful yet
flexible enough to respond to
change
Get sign off on your plan from
higher-level and customer (gives
legitimacy and creates buy in)
Project
planning
is
an
iterative
process
Planning Tips
wwwfalcontrainingcom 36
The Project Management Plan
Outlines best way to manage all areas of the project
Can be one single document or several documents in
different formats
It is NOT a Gantt chart
Is a living and breathing document ndash ie will change as
the project develops
wwwfalcontrainingcom 37
Discussion - The Value of Planning
1 Why do you think it is important to plan
2 How much planning do you think you should do
3 Do things usually go according to plan
Talk
Letrsquos4 Whatrsquos the cost of
planning as of
Project cost
wwwfalcontrainingcom 38
Applying your project plan
Planning is only useful if you use it during project execution
Plan provides the basis for
project execution
monitoring amp control and
closure activities
Assume the project wonrsquot go according to planhellip
But having a plan tells you when this is happening and how to manage
Change control and corrective action can take place once variances from the plan have been anticipated or actually occurred
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 39
Change Control
All requested change must be
documented and controlled
Ensure Steering Board involvement
in change control process and
approvals
Avoid lsquodeath by a thousand cutsrsquo
and lsquothe scope creeprsquo
Avoid lsquogold platingrsquo
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 40
Controlling your Baseline
Remember to
1 lsquoRebaselinersquo your project when changes are approved
2 Clearly communicate the baseline
Baseline
wwwfalcontrainingcom 41
Discussion
1 Think of projects in your organisation and how
change control has been managed
2 Share some of the good the bad and the uglyhellip
Talk
Letrsquos
wwwfalcontrainingcom 42
Sa
mp
le C
ha
ng
e
Co
ntr
ol T
em
pla
te
Project Name
Prepared by
Date
Person(s) Requesting Change
Change Number
Type of Change Requested
Project Scope Change
Project Budget Change Project Schedule Change
Project ProcurementContract Change Other (specify)
Detailed Description of Change
Reason for Change Requested
Effect on Project Cost
Projected Cost Overrun of approximately
Estimated Cost Reduction of approximately
Effect on Schedule
Planned Project Completion Date
New Project Completion Date
Additional Remarks
Approval Project Manager Date
Approval (Other) Date
43
Closing a Project
All projects must be closed
Gather and document lessons learnt for future projects
Get signoff from project sponsor andor client
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 44
Key Elements of Closure
Plan how your project is going to be closed ()
Contractual Closure
Financial Closure
Lessons Learned
Post Project Review
Benefits Realisation
Project Team Release
wwwfalcontrainingcom 45
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
The Project Life Cycle
Process Groups Interact in a Project
Level of
Effort
TimeStart Finish
Initiating
Process
Group
Planning
Process
Group
Executing
Process
Group
Monitoring amp
Controlling
Process Group
Closing
Process
Group
wwwfalcontrainingcom 46
3 ProgramPortfoliosProject Management (P3) and the PMO
47wwwfalcontrainingcomItrsquos good to know
Projects vs Programs vs Portfolios
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
Next Year
Project 1
Project 2
Project 3
Project 4
Project 5
Program 1
Portfolio 1
wwwfalcontrainingcom 48
Skills Required for
Successful Project
Management
Skills Required for Successful Project Management
Organises resources for the project
Provides direction coordination and integration to the
project team
Responsible for performance and success of the project
Must use the right people at the right time to address the right
issues and make the right decisions
Excellent communication people leadership and stakeholder
management skills
wwwfalcontrainingcom 50
Other roleshellip
Project Steering Board
Project Sponsor
Project Owner
Project Manager
Project Coordinator
Project Administrator
Program Managerhellip
wwwfalcontrainingcom 51
The Role of a Program Manager
wwwfalcontrainingcom 52
Governance
Financial
Management
Infrastructure
Sponsorship
Planning
Resource
Management
Reporting
The Role of a Program Manager
Governance
bullProviding governance
wisdom and guidance
to Project Managers
bullAsking hard questions
but not interfering with
management
Financial Management
bull Implementation of
specific fiscal practices
and controls for
multiple projects
bullReallocation of project
budgets based on
need and availability
Infrastructure
bullThe PMO technology
and other factors in the
work environment
supporting the program
effort
wwwfalcontrainingcom 53
The Role of a Program Manager
Sponsorship
bullProviding accountability
for the project
bullProvide financial
resources
bullAssist project manager
by clearing road blocks
and obtaining resources
for the project
bullAll while not managing
the project
Planning
bullActivities that take place
at multiple levels with
different goals
bullResolving resource
conflicts
Resource Management
bullEnsuring that projects
competing for the same
resources are
adequately provided for
Reporting
bullProviding a holistic view
of the performance of all
projects within the
program and reporting
back to the portfolio
managers
wwwfalcontrainingcom 54
The PMO
55wwwfalcontrainingcomItrsquos good to know
The Project Management Office
Policies
Training
ResourcesProcesses
Standards
PMO
wwwfalcontrainingcom 56
The Project Management Office (PMO)
ldquoAn organisational body or entity assigned various
responsibilities related to the centralised and coordinated
management of those projects under its domainrdquo
ldquoThe responsibilities of a PMO can range from providing
project management support functions to actually being
responsible for the direct management of a projectrdquo
(PMBOKreg 4th ed)
The centre of
project excellence
in your organisation
PMOrsquos function will depend on organisations needs and Project Management maturity
wwwfalcontrainingcom 57
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
1 The Profession of Project Management
8wwwfalcontrainingcomItrsquos good to know
The Project Management Industry
The Industry is still maturinghellip
Many PMs are lsquoAccidental Project Managersrsquo
wwwfalcontrainingcom 9
State of Play in New Zealand
60 of NZ companies failing to measure ROI in their projects
gt 25 of organisations donrsquot undertake any form of strategic review to track the
benefits realised by the business
70 of NZ companies have experienced at least 1 project failure in the past 12 Mos
gt 50 of organizations donrsquot consistently achieve stated project deliverables
Only 33 of companies prepare a Business Case for all projects
Nearly 60 of NZ companies fail to consistently align projects to corporate strategy
68 of companies donrsquot have an effective project sponsor
wwwfalcontrainingcom 10Source KPMG New Zealand Project Management survey 2010
Your Project Management experience
Tell me aboutthings that have
gone well and notso well in yourprojectshellip
wwwfalcontrainingcom 11
Professional Project Management
Project SelectionGovernance and
Sponsorship
Defining Scope
Create a Work Breakdown Structure
(WBS)
Estimate time amp cost
Project budget
Project schedule
Risks
People
Procurement
Quality
Communication amp stakeholders Ethics
wwwfalcontrainingcom 12
PMIorgThe Project Management Institute
13wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 14
PMI New Zealand (PMINZ)
Over 1650 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 15
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
16wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
wwwfalcontrainingcom 17
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
wwwfalcontrainingcom 18
Knowledge Areas
Integration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 19
wwwfalcontrainingcom 20
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
wwwfalcontrainingcom 21
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
OPM3 is a registered mark of the Project Management Institute Inc wwwfalcontrainingcom 22
2 The Project Lifecycle
23wwwfalcontrainingcomItrsquos good to know
5 Phases of a Project
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 24
Initiating a project
Choosing a project
1 Chose projects that align with your organisational
strategy
2 Chose projects that meet your financial criteria
3 Choose projects that meet your non-financial criteria
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 25
Project Selection
wwwfalcontrainingcom 26
Discussionhellip
What sort of project evaluation process does your
organisation have
Talk
Letrsquos
wwwfalcontrainingcom 27
Project Charter (like the birth certificate of a project)
Project Roles amp Responsibilities (Project Manager owner sponsor etc)
Reason for the project
High level statement of work to be undertaken
Known milestones constraints and assumptions
28
Pro
ject
Ch
art
er
Tem
pla
te
Project Name
Prepared by
Date
Initiation Includes the name of the project and the designated project manager
Synopsis Briefly summarize the salient aspects of the project by answering the questions Why (purpose) What (product descriptio n scope) When (time) and How much (resources)
PurposeBusiness Need Identify the customers who are to receive and benefit from the product developed by the project and the need the product is intended to meet (either as a problem to solve or as an opportunity to exploit)
Product Description and Deliverables
Identify what product is to be delivered at the end of the project and at any interim delivery points Describe the product sufficiently to enable the project team to create it and for agreement to be reached at product delivery time that the product has been corr ectly produced
Project Management Briefly indicate general approach and any relevant PMI or other standards to be used
Assumptions Constraints Risks Briefly identify salient assumptions constraints and known risks if any which can be anticipated to have a major impact o n the process andor outcome of the project and which require decisions or actions by the project sponsor or team
Resources Indicate required andor available resources to be used on the project As appropriate indicate financial personnel and ma terial resources (such as facilities equipment supplies and services)
Approach Indicate the way in which the project will produce the product
Communication and Reporting Identify communication required between the project sponsor and the project team
Acceptance Indicate the method and criteria for the project sponsor to accept the specified project deliverables as complete and adequate
Change Management Indicate the procedures to be used for making and documenting changes to the charter
Other Identify and explain any other matters that are important for the initiation and conduct of the project Focus on charter issues of importance between the project sponsor and the project manager This section is not for describing the project plan
Approval (optional) Project Manager Sponsor
29
wwwfalcontrainingcom 30
Project Planning
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 31
32
ldquoA common mistake people
make when trying to design
something fool proof is to
underestimate the ingenuity
of complete foolsrdquo
Douglas Adams author
The Hitchhikers Guide to the Galaxy
(1952-2001)
ldquoIn preparing for battle I
have always found that
plans are useless but
planning is indispensablerdquo
Dwight D Eisenhower (1890 - 1969)
33
ldquoIf I had eight hours to chop
down a tree Irsquod spend six
hours sharpening my axerdquo
Abraham Lincoln (1809 - 1865)
34
Why Plan
PROACTIVE is better than REACTIVE
Avoids waste
Helps to mitigate the effects of failure
Defines your goal and how you intend to get there
Develop measurement metrics ndash budgets time quality
Helps to identify risks early on ie resource conflicts
Produce project estimates ie cost and time estimates
wwwfalcontrainingcom 35
The Planning Approach
Encourage involvement from all
appropriate stakeholders when
planning the project
Make sure plan is detailed
enough to be successful yet
flexible enough to respond to
change
Get sign off on your plan from
higher-level and customer (gives
legitimacy and creates buy in)
Project
planning
is
an
iterative
process
Planning Tips
wwwfalcontrainingcom 36
The Project Management Plan
Outlines best way to manage all areas of the project
Can be one single document or several documents in
different formats
It is NOT a Gantt chart
Is a living and breathing document ndash ie will change as
the project develops
wwwfalcontrainingcom 37
Discussion - The Value of Planning
1 Why do you think it is important to plan
2 How much planning do you think you should do
3 Do things usually go according to plan
Talk
Letrsquos4 Whatrsquos the cost of
planning as of
Project cost
wwwfalcontrainingcom 38
Applying your project plan
Planning is only useful if you use it during project execution
Plan provides the basis for
project execution
monitoring amp control and
closure activities
Assume the project wonrsquot go according to planhellip
But having a plan tells you when this is happening and how to manage
Change control and corrective action can take place once variances from the plan have been anticipated or actually occurred
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 39
Change Control
All requested change must be
documented and controlled
Ensure Steering Board involvement
in change control process and
approvals
Avoid lsquodeath by a thousand cutsrsquo
and lsquothe scope creeprsquo
Avoid lsquogold platingrsquo
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 40
Controlling your Baseline
Remember to
1 lsquoRebaselinersquo your project when changes are approved
2 Clearly communicate the baseline
Baseline
wwwfalcontrainingcom 41
Discussion
1 Think of projects in your organisation and how
change control has been managed
2 Share some of the good the bad and the uglyhellip
Talk
Letrsquos
wwwfalcontrainingcom 42
Sa
mp
le C
ha
ng
e
Co
ntr
ol T
em
pla
te
Project Name
Prepared by
Date
Person(s) Requesting Change
Change Number
Type of Change Requested
Project Scope Change
Project Budget Change Project Schedule Change
Project ProcurementContract Change Other (specify)
Detailed Description of Change
Reason for Change Requested
Effect on Project Cost
Projected Cost Overrun of approximately
Estimated Cost Reduction of approximately
Effect on Schedule
Planned Project Completion Date
New Project Completion Date
Additional Remarks
Approval Project Manager Date
Approval (Other) Date
43
Closing a Project
All projects must be closed
Gather and document lessons learnt for future projects
Get signoff from project sponsor andor client
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 44
Key Elements of Closure
Plan how your project is going to be closed ()
Contractual Closure
Financial Closure
Lessons Learned
Post Project Review
Benefits Realisation
Project Team Release
wwwfalcontrainingcom 45
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
The Project Life Cycle
Process Groups Interact in a Project
Level of
Effort
TimeStart Finish
Initiating
Process
Group
Planning
Process
Group
Executing
Process
Group
Monitoring amp
Controlling
Process Group
Closing
Process
Group
wwwfalcontrainingcom 46
3 ProgramPortfoliosProject Management (P3) and the PMO
47wwwfalcontrainingcomItrsquos good to know
Projects vs Programs vs Portfolios
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
Next Year
Project 1
Project 2
Project 3
Project 4
Project 5
Program 1
Portfolio 1
wwwfalcontrainingcom 48
Skills Required for
Successful Project
Management
Skills Required for Successful Project Management
Organises resources for the project
Provides direction coordination and integration to the
project team
Responsible for performance and success of the project
Must use the right people at the right time to address the right
issues and make the right decisions
Excellent communication people leadership and stakeholder
management skills
wwwfalcontrainingcom 50
Other roleshellip
Project Steering Board
Project Sponsor
Project Owner
Project Manager
Project Coordinator
Project Administrator
Program Managerhellip
wwwfalcontrainingcom 51
The Role of a Program Manager
wwwfalcontrainingcom 52
Governance
Financial
Management
Infrastructure
Sponsorship
Planning
Resource
Management
Reporting
The Role of a Program Manager
Governance
bullProviding governance
wisdom and guidance
to Project Managers
bullAsking hard questions
but not interfering with
management
Financial Management
bull Implementation of
specific fiscal practices
and controls for
multiple projects
bullReallocation of project
budgets based on
need and availability
Infrastructure
bullThe PMO technology
and other factors in the
work environment
supporting the program
effort
wwwfalcontrainingcom 53
The Role of a Program Manager
Sponsorship
bullProviding accountability
for the project
bullProvide financial
resources
bullAssist project manager
by clearing road blocks
and obtaining resources
for the project
bullAll while not managing
the project
Planning
bullActivities that take place
at multiple levels with
different goals
bullResolving resource
conflicts
Resource Management
bullEnsuring that projects
competing for the same
resources are
adequately provided for
Reporting
bullProviding a holistic view
of the performance of all
projects within the
program and reporting
back to the portfolio
managers
wwwfalcontrainingcom 54
The PMO
55wwwfalcontrainingcomItrsquos good to know
The Project Management Office
Policies
Training
ResourcesProcesses
Standards
PMO
wwwfalcontrainingcom 56
The Project Management Office (PMO)
ldquoAn organisational body or entity assigned various
responsibilities related to the centralised and coordinated
management of those projects under its domainrdquo
ldquoThe responsibilities of a PMO can range from providing
project management support functions to actually being
responsible for the direct management of a projectrdquo
(PMBOKreg 4th ed)
The centre of
project excellence
in your organisation
PMOrsquos function will depend on organisations needs and Project Management maturity
wwwfalcontrainingcom 57
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
The Project Management Industry
The Industry is still maturinghellip
Many PMs are lsquoAccidental Project Managersrsquo
wwwfalcontrainingcom 9
State of Play in New Zealand
60 of NZ companies failing to measure ROI in their projects
gt 25 of organisations donrsquot undertake any form of strategic review to track the
benefits realised by the business
70 of NZ companies have experienced at least 1 project failure in the past 12 Mos
gt 50 of organizations donrsquot consistently achieve stated project deliverables
Only 33 of companies prepare a Business Case for all projects
Nearly 60 of NZ companies fail to consistently align projects to corporate strategy
68 of companies donrsquot have an effective project sponsor
wwwfalcontrainingcom 10Source KPMG New Zealand Project Management survey 2010
Your Project Management experience
Tell me aboutthings that have
gone well and notso well in yourprojectshellip
wwwfalcontrainingcom 11
Professional Project Management
Project SelectionGovernance and
Sponsorship
Defining Scope
Create a Work Breakdown Structure
(WBS)
Estimate time amp cost
Project budget
Project schedule
Risks
People
Procurement
Quality
Communication amp stakeholders Ethics
wwwfalcontrainingcom 12
PMIorgThe Project Management Institute
13wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 14
PMI New Zealand (PMINZ)
Over 1650 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 15
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
16wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
wwwfalcontrainingcom 17
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
wwwfalcontrainingcom 18
Knowledge Areas
Integration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 19
wwwfalcontrainingcom 20
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
wwwfalcontrainingcom 21
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
OPM3 is a registered mark of the Project Management Institute Inc wwwfalcontrainingcom 22
2 The Project Lifecycle
23wwwfalcontrainingcomItrsquos good to know
5 Phases of a Project
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 24
Initiating a project
Choosing a project
1 Chose projects that align with your organisational
strategy
2 Chose projects that meet your financial criteria
3 Choose projects that meet your non-financial criteria
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 25
Project Selection
wwwfalcontrainingcom 26
Discussionhellip
What sort of project evaluation process does your
organisation have
Talk
Letrsquos
wwwfalcontrainingcom 27
Project Charter (like the birth certificate of a project)
Project Roles amp Responsibilities (Project Manager owner sponsor etc)
Reason for the project
High level statement of work to be undertaken
Known milestones constraints and assumptions
28
Pro
ject
Ch
art
er
Tem
pla
te
Project Name
Prepared by
Date
Initiation Includes the name of the project and the designated project manager
Synopsis Briefly summarize the salient aspects of the project by answering the questions Why (purpose) What (product descriptio n scope) When (time) and How much (resources)
PurposeBusiness Need Identify the customers who are to receive and benefit from the product developed by the project and the need the product is intended to meet (either as a problem to solve or as an opportunity to exploit)
Product Description and Deliverables
Identify what product is to be delivered at the end of the project and at any interim delivery points Describe the product sufficiently to enable the project team to create it and for agreement to be reached at product delivery time that the product has been corr ectly produced
Project Management Briefly indicate general approach and any relevant PMI or other standards to be used
Assumptions Constraints Risks Briefly identify salient assumptions constraints and known risks if any which can be anticipated to have a major impact o n the process andor outcome of the project and which require decisions or actions by the project sponsor or team
Resources Indicate required andor available resources to be used on the project As appropriate indicate financial personnel and ma terial resources (such as facilities equipment supplies and services)
Approach Indicate the way in which the project will produce the product
Communication and Reporting Identify communication required between the project sponsor and the project team
Acceptance Indicate the method and criteria for the project sponsor to accept the specified project deliverables as complete and adequate
Change Management Indicate the procedures to be used for making and documenting changes to the charter
Other Identify and explain any other matters that are important for the initiation and conduct of the project Focus on charter issues of importance between the project sponsor and the project manager This section is not for describing the project plan
Approval (optional) Project Manager Sponsor
29
wwwfalcontrainingcom 30
Project Planning
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 31
32
ldquoA common mistake people
make when trying to design
something fool proof is to
underestimate the ingenuity
of complete foolsrdquo
Douglas Adams author
The Hitchhikers Guide to the Galaxy
(1952-2001)
ldquoIn preparing for battle I
have always found that
plans are useless but
planning is indispensablerdquo
Dwight D Eisenhower (1890 - 1969)
33
ldquoIf I had eight hours to chop
down a tree Irsquod spend six
hours sharpening my axerdquo
Abraham Lincoln (1809 - 1865)
34
Why Plan
PROACTIVE is better than REACTIVE
Avoids waste
Helps to mitigate the effects of failure
Defines your goal and how you intend to get there
Develop measurement metrics ndash budgets time quality
Helps to identify risks early on ie resource conflicts
Produce project estimates ie cost and time estimates
wwwfalcontrainingcom 35
The Planning Approach
Encourage involvement from all
appropriate stakeholders when
planning the project
Make sure plan is detailed
enough to be successful yet
flexible enough to respond to
change
Get sign off on your plan from
higher-level and customer (gives
legitimacy and creates buy in)
Project
planning
is
an
iterative
process
Planning Tips
wwwfalcontrainingcom 36
The Project Management Plan
Outlines best way to manage all areas of the project
Can be one single document or several documents in
different formats
It is NOT a Gantt chart
Is a living and breathing document ndash ie will change as
the project develops
wwwfalcontrainingcom 37
Discussion - The Value of Planning
1 Why do you think it is important to plan
2 How much planning do you think you should do
3 Do things usually go according to plan
Talk
Letrsquos4 Whatrsquos the cost of
planning as of
Project cost
wwwfalcontrainingcom 38
Applying your project plan
Planning is only useful if you use it during project execution
Plan provides the basis for
project execution
monitoring amp control and
closure activities
Assume the project wonrsquot go according to planhellip
But having a plan tells you when this is happening and how to manage
Change control and corrective action can take place once variances from the plan have been anticipated or actually occurred
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 39
Change Control
All requested change must be
documented and controlled
Ensure Steering Board involvement
in change control process and
approvals
Avoid lsquodeath by a thousand cutsrsquo
and lsquothe scope creeprsquo
Avoid lsquogold platingrsquo
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 40
Controlling your Baseline
Remember to
1 lsquoRebaselinersquo your project when changes are approved
2 Clearly communicate the baseline
Baseline
wwwfalcontrainingcom 41
Discussion
1 Think of projects in your organisation and how
change control has been managed
2 Share some of the good the bad and the uglyhellip
Talk
Letrsquos
wwwfalcontrainingcom 42
Sa
mp
le C
ha
ng
e
Co
ntr
ol T
em
pla
te
Project Name
Prepared by
Date
Person(s) Requesting Change
Change Number
Type of Change Requested
Project Scope Change
Project Budget Change Project Schedule Change
Project ProcurementContract Change Other (specify)
Detailed Description of Change
Reason for Change Requested
Effect on Project Cost
Projected Cost Overrun of approximately
Estimated Cost Reduction of approximately
Effect on Schedule
Planned Project Completion Date
New Project Completion Date
Additional Remarks
Approval Project Manager Date
Approval (Other) Date
43
Closing a Project
All projects must be closed
Gather and document lessons learnt for future projects
Get signoff from project sponsor andor client
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 44
Key Elements of Closure
Plan how your project is going to be closed ()
Contractual Closure
Financial Closure
Lessons Learned
Post Project Review
Benefits Realisation
Project Team Release
wwwfalcontrainingcom 45
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
The Project Life Cycle
Process Groups Interact in a Project
Level of
Effort
TimeStart Finish
Initiating
Process
Group
Planning
Process
Group
Executing
Process
Group
Monitoring amp
Controlling
Process Group
Closing
Process
Group
wwwfalcontrainingcom 46
3 ProgramPortfoliosProject Management (P3) and the PMO
47wwwfalcontrainingcomItrsquos good to know
Projects vs Programs vs Portfolios
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
Next Year
Project 1
Project 2
Project 3
Project 4
Project 5
Program 1
Portfolio 1
wwwfalcontrainingcom 48
Skills Required for
Successful Project
Management
Skills Required for Successful Project Management
Organises resources for the project
Provides direction coordination and integration to the
project team
Responsible for performance and success of the project
Must use the right people at the right time to address the right
issues and make the right decisions
Excellent communication people leadership and stakeholder
management skills
wwwfalcontrainingcom 50
Other roleshellip
Project Steering Board
Project Sponsor
Project Owner
Project Manager
Project Coordinator
Project Administrator
Program Managerhellip
wwwfalcontrainingcom 51
The Role of a Program Manager
wwwfalcontrainingcom 52
Governance
Financial
Management
Infrastructure
Sponsorship
Planning
Resource
Management
Reporting
The Role of a Program Manager
Governance
bullProviding governance
wisdom and guidance
to Project Managers
bullAsking hard questions
but not interfering with
management
Financial Management
bull Implementation of
specific fiscal practices
and controls for
multiple projects
bullReallocation of project
budgets based on
need and availability
Infrastructure
bullThe PMO technology
and other factors in the
work environment
supporting the program
effort
wwwfalcontrainingcom 53
The Role of a Program Manager
Sponsorship
bullProviding accountability
for the project
bullProvide financial
resources
bullAssist project manager
by clearing road blocks
and obtaining resources
for the project
bullAll while not managing
the project
Planning
bullActivities that take place
at multiple levels with
different goals
bullResolving resource
conflicts
Resource Management
bullEnsuring that projects
competing for the same
resources are
adequately provided for
Reporting
bullProviding a holistic view
of the performance of all
projects within the
program and reporting
back to the portfolio
managers
wwwfalcontrainingcom 54
The PMO
55wwwfalcontrainingcomItrsquos good to know
The Project Management Office
Policies
Training
ResourcesProcesses
Standards
PMO
wwwfalcontrainingcom 56
The Project Management Office (PMO)
ldquoAn organisational body or entity assigned various
responsibilities related to the centralised and coordinated
management of those projects under its domainrdquo
ldquoThe responsibilities of a PMO can range from providing
project management support functions to actually being
responsible for the direct management of a projectrdquo
(PMBOKreg 4th ed)
The centre of
project excellence
in your organisation
PMOrsquos function will depend on organisations needs and Project Management maturity
wwwfalcontrainingcom 57
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
State of Play in New Zealand
60 of NZ companies failing to measure ROI in their projects
gt 25 of organisations donrsquot undertake any form of strategic review to track the
benefits realised by the business
70 of NZ companies have experienced at least 1 project failure in the past 12 Mos
gt 50 of organizations donrsquot consistently achieve stated project deliverables
Only 33 of companies prepare a Business Case for all projects
Nearly 60 of NZ companies fail to consistently align projects to corporate strategy
68 of companies donrsquot have an effective project sponsor
wwwfalcontrainingcom 10Source KPMG New Zealand Project Management survey 2010
Your Project Management experience
Tell me aboutthings that have
gone well and notso well in yourprojectshellip
wwwfalcontrainingcom 11
Professional Project Management
Project SelectionGovernance and
Sponsorship
Defining Scope
Create a Work Breakdown Structure
(WBS)
Estimate time amp cost
Project budget
Project schedule
Risks
People
Procurement
Quality
Communication amp stakeholders Ethics
wwwfalcontrainingcom 12
PMIorgThe Project Management Institute
13wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 14
PMI New Zealand (PMINZ)
Over 1650 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 15
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
16wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
wwwfalcontrainingcom 17
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
wwwfalcontrainingcom 18
Knowledge Areas
Integration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 19
wwwfalcontrainingcom 20
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
wwwfalcontrainingcom 21
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
OPM3 is a registered mark of the Project Management Institute Inc wwwfalcontrainingcom 22
2 The Project Lifecycle
23wwwfalcontrainingcomItrsquos good to know
5 Phases of a Project
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 24
Initiating a project
Choosing a project
1 Chose projects that align with your organisational
strategy
2 Chose projects that meet your financial criteria
3 Choose projects that meet your non-financial criteria
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 25
Project Selection
wwwfalcontrainingcom 26
Discussionhellip
What sort of project evaluation process does your
organisation have
Talk
Letrsquos
wwwfalcontrainingcom 27
Project Charter (like the birth certificate of a project)
Project Roles amp Responsibilities (Project Manager owner sponsor etc)
Reason for the project
High level statement of work to be undertaken
Known milestones constraints and assumptions
28
Pro
ject
Ch
art
er
Tem
pla
te
Project Name
Prepared by
Date
Initiation Includes the name of the project and the designated project manager
Synopsis Briefly summarize the salient aspects of the project by answering the questions Why (purpose) What (product descriptio n scope) When (time) and How much (resources)
PurposeBusiness Need Identify the customers who are to receive and benefit from the product developed by the project and the need the product is intended to meet (either as a problem to solve or as an opportunity to exploit)
Product Description and Deliverables
Identify what product is to be delivered at the end of the project and at any interim delivery points Describe the product sufficiently to enable the project team to create it and for agreement to be reached at product delivery time that the product has been corr ectly produced
Project Management Briefly indicate general approach and any relevant PMI or other standards to be used
Assumptions Constraints Risks Briefly identify salient assumptions constraints and known risks if any which can be anticipated to have a major impact o n the process andor outcome of the project and which require decisions or actions by the project sponsor or team
Resources Indicate required andor available resources to be used on the project As appropriate indicate financial personnel and ma terial resources (such as facilities equipment supplies and services)
Approach Indicate the way in which the project will produce the product
Communication and Reporting Identify communication required between the project sponsor and the project team
Acceptance Indicate the method and criteria for the project sponsor to accept the specified project deliverables as complete and adequate
Change Management Indicate the procedures to be used for making and documenting changes to the charter
Other Identify and explain any other matters that are important for the initiation and conduct of the project Focus on charter issues of importance between the project sponsor and the project manager This section is not for describing the project plan
Approval (optional) Project Manager Sponsor
29
wwwfalcontrainingcom 30
Project Planning
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 31
32
ldquoA common mistake people
make when trying to design
something fool proof is to
underestimate the ingenuity
of complete foolsrdquo
Douglas Adams author
The Hitchhikers Guide to the Galaxy
(1952-2001)
ldquoIn preparing for battle I
have always found that
plans are useless but
planning is indispensablerdquo
Dwight D Eisenhower (1890 - 1969)
33
ldquoIf I had eight hours to chop
down a tree Irsquod spend six
hours sharpening my axerdquo
Abraham Lincoln (1809 - 1865)
34
Why Plan
PROACTIVE is better than REACTIVE
Avoids waste
Helps to mitigate the effects of failure
Defines your goal and how you intend to get there
Develop measurement metrics ndash budgets time quality
Helps to identify risks early on ie resource conflicts
Produce project estimates ie cost and time estimates
wwwfalcontrainingcom 35
The Planning Approach
Encourage involvement from all
appropriate stakeholders when
planning the project
Make sure plan is detailed
enough to be successful yet
flexible enough to respond to
change
Get sign off on your plan from
higher-level and customer (gives
legitimacy and creates buy in)
Project
planning
is
an
iterative
process
Planning Tips
wwwfalcontrainingcom 36
The Project Management Plan
Outlines best way to manage all areas of the project
Can be one single document or several documents in
different formats
It is NOT a Gantt chart
Is a living and breathing document ndash ie will change as
the project develops
wwwfalcontrainingcom 37
Discussion - The Value of Planning
1 Why do you think it is important to plan
2 How much planning do you think you should do
3 Do things usually go according to plan
Talk
Letrsquos4 Whatrsquos the cost of
planning as of
Project cost
wwwfalcontrainingcom 38
Applying your project plan
Planning is only useful if you use it during project execution
Plan provides the basis for
project execution
monitoring amp control and
closure activities
Assume the project wonrsquot go according to planhellip
But having a plan tells you when this is happening and how to manage
Change control and corrective action can take place once variances from the plan have been anticipated or actually occurred
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 39
Change Control
All requested change must be
documented and controlled
Ensure Steering Board involvement
in change control process and
approvals
Avoid lsquodeath by a thousand cutsrsquo
and lsquothe scope creeprsquo
Avoid lsquogold platingrsquo
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 40
Controlling your Baseline
Remember to
1 lsquoRebaselinersquo your project when changes are approved
2 Clearly communicate the baseline
Baseline
wwwfalcontrainingcom 41
Discussion
1 Think of projects in your organisation and how
change control has been managed
2 Share some of the good the bad and the uglyhellip
Talk
Letrsquos
wwwfalcontrainingcom 42
Sa
mp
le C
ha
ng
e
Co
ntr
ol T
em
pla
te
Project Name
Prepared by
Date
Person(s) Requesting Change
Change Number
Type of Change Requested
Project Scope Change
Project Budget Change Project Schedule Change
Project ProcurementContract Change Other (specify)
Detailed Description of Change
Reason for Change Requested
Effect on Project Cost
Projected Cost Overrun of approximately
Estimated Cost Reduction of approximately
Effect on Schedule
Planned Project Completion Date
New Project Completion Date
Additional Remarks
Approval Project Manager Date
Approval (Other) Date
43
Closing a Project
All projects must be closed
Gather and document lessons learnt for future projects
Get signoff from project sponsor andor client
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 44
Key Elements of Closure
Plan how your project is going to be closed ()
Contractual Closure
Financial Closure
Lessons Learned
Post Project Review
Benefits Realisation
Project Team Release
wwwfalcontrainingcom 45
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
The Project Life Cycle
Process Groups Interact in a Project
Level of
Effort
TimeStart Finish
Initiating
Process
Group
Planning
Process
Group
Executing
Process
Group
Monitoring amp
Controlling
Process Group
Closing
Process
Group
wwwfalcontrainingcom 46
3 ProgramPortfoliosProject Management (P3) and the PMO
47wwwfalcontrainingcomItrsquos good to know
Projects vs Programs vs Portfolios
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
Next Year
Project 1
Project 2
Project 3
Project 4
Project 5
Program 1
Portfolio 1
wwwfalcontrainingcom 48
Skills Required for
Successful Project
Management
Skills Required for Successful Project Management
Organises resources for the project
Provides direction coordination and integration to the
project team
Responsible for performance and success of the project
Must use the right people at the right time to address the right
issues and make the right decisions
Excellent communication people leadership and stakeholder
management skills
wwwfalcontrainingcom 50
Other roleshellip
Project Steering Board
Project Sponsor
Project Owner
Project Manager
Project Coordinator
Project Administrator
Program Managerhellip
wwwfalcontrainingcom 51
The Role of a Program Manager
wwwfalcontrainingcom 52
Governance
Financial
Management
Infrastructure
Sponsorship
Planning
Resource
Management
Reporting
The Role of a Program Manager
Governance
bullProviding governance
wisdom and guidance
to Project Managers
bullAsking hard questions
but not interfering with
management
Financial Management
bull Implementation of
specific fiscal practices
and controls for
multiple projects
bullReallocation of project
budgets based on
need and availability
Infrastructure
bullThe PMO technology
and other factors in the
work environment
supporting the program
effort
wwwfalcontrainingcom 53
The Role of a Program Manager
Sponsorship
bullProviding accountability
for the project
bullProvide financial
resources
bullAssist project manager
by clearing road blocks
and obtaining resources
for the project
bullAll while not managing
the project
Planning
bullActivities that take place
at multiple levels with
different goals
bullResolving resource
conflicts
Resource Management
bullEnsuring that projects
competing for the same
resources are
adequately provided for
Reporting
bullProviding a holistic view
of the performance of all
projects within the
program and reporting
back to the portfolio
managers
wwwfalcontrainingcom 54
The PMO
55wwwfalcontrainingcomItrsquos good to know
The Project Management Office
Policies
Training
ResourcesProcesses
Standards
PMO
wwwfalcontrainingcom 56
The Project Management Office (PMO)
ldquoAn organisational body or entity assigned various
responsibilities related to the centralised and coordinated
management of those projects under its domainrdquo
ldquoThe responsibilities of a PMO can range from providing
project management support functions to actually being
responsible for the direct management of a projectrdquo
(PMBOKreg 4th ed)
The centre of
project excellence
in your organisation
PMOrsquos function will depend on organisations needs and Project Management maturity
wwwfalcontrainingcom 57
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Your Project Management experience
Tell me aboutthings that have
gone well and notso well in yourprojectshellip
wwwfalcontrainingcom 11
Professional Project Management
Project SelectionGovernance and
Sponsorship
Defining Scope
Create a Work Breakdown Structure
(WBS)
Estimate time amp cost
Project budget
Project schedule
Risks
People
Procurement
Quality
Communication amp stakeholders Ethics
wwwfalcontrainingcom 12
PMIorgThe Project Management Institute
13wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 14
PMI New Zealand (PMINZ)
Over 1650 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 15
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
16wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
wwwfalcontrainingcom 17
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
wwwfalcontrainingcom 18
Knowledge Areas
Integration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 19
wwwfalcontrainingcom 20
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
wwwfalcontrainingcom 21
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
OPM3 is a registered mark of the Project Management Institute Inc wwwfalcontrainingcom 22
2 The Project Lifecycle
23wwwfalcontrainingcomItrsquos good to know
5 Phases of a Project
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 24
Initiating a project
Choosing a project
1 Chose projects that align with your organisational
strategy
2 Chose projects that meet your financial criteria
3 Choose projects that meet your non-financial criteria
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 25
Project Selection
wwwfalcontrainingcom 26
Discussionhellip
What sort of project evaluation process does your
organisation have
Talk
Letrsquos
wwwfalcontrainingcom 27
Project Charter (like the birth certificate of a project)
Project Roles amp Responsibilities (Project Manager owner sponsor etc)
Reason for the project
High level statement of work to be undertaken
Known milestones constraints and assumptions
28
Pro
ject
Ch
art
er
Tem
pla
te
Project Name
Prepared by
Date
Initiation Includes the name of the project and the designated project manager
Synopsis Briefly summarize the salient aspects of the project by answering the questions Why (purpose) What (product descriptio n scope) When (time) and How much (resources)
PurposeBusiness Need Identify the customers who are to receive and benefit from the product developed by the project and the need the product is intended to meet (either as a problem to solve or as an opportunity to exploit)
Product Description and Deliverables
Identify what product is to be delivered at the end of the project and at any interim delivery points Describe the product sufficiently to enable the project team to create it and for agreement to be reached at product delivery time that the product has been corr ectly produced
Project Management Briefly indicate general approach and any relevant PMI or other standards to be used
Assumptions Constraints Risks Briefly identify salient assumptions constraints and known risks if any which can be anticipated to have a major impact o n the process andor outcome of the project and which require decisions or actions by the project sponsor or team
Resources Indicate required andor available resources to be used on the project As appropriate indicate financial personnel and ma terial resources (such as facilities equipment supplies and services)
Approach Indicate the way in which the project will produce the product
Communication and Reporting Identify communication required between the project sponsor and the project team
Acceptance Indicate the method and criteria for the project sponsor to accept the specified project deliverables as complete and adequate
Change Management Indicate the procedures to be used for making and documenting changes to the charter
Other Identify and explain any other matters that are important for the initiation and conduct of the project Focus on charter issues of importance between the project sponsor and the project manager This section is not for describing the project plan
Approval (optional) Project Manager Sponsor
29
wwwfalcontrainingcom 30
Project Planning
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 31
32
ldquoA common mistake people
make when trying to design
something fool proof is to
underestimate the ingenuity
of complete foolsrdquo
Douglas Adams author
The Hitchhikers Guide to the Galaxy
(1952-2001)
ldquoIn preparing for battle I
have always found that
plans are useless but
planning is indispensablerdquo
Dwight D Eisenhower (1890 - 1969)
33
ldquoIf I had eight hours to chop
down a tree Irsquod spend six
hours sharpening my axerdquo
Abraham Lincoln (1809 - 1865)
34
Why Plan
PROACTIVE is better than REACTIVE
Avoids waste
Helps to mitigate the effects of failure
Defines your goal and how you intend to get there
Develop measurement metrics ndash budgets time quality
Helps to identify risks early on ie resource conflicts
Produce project estimates ie cost and time estimates
wwwfalcontrainingcom 35
The Planning Approach
Encourage involvement from all
appropriate stakeholders when
planning the project
Make sure plan is detailed
enough to be successful yet
flexible enough to respond to
change
Get sign off on your plan from
higher-level and customer (gives
legitimacy and creates buy in)
Project
planning
is
an
iterative
process
Planning Tips
wwwfalcontrainingcom 36
The Project Management Plan
Outlines best way to manage all areas of the project
Can be one single document or several documents in
different formats
It is NOT a Gantt chart
Is a living and breathing document ndash ie will change as
the project develops
wwwfalcontrainingcom 37
Discussion - The Value of Planning
1 Why do you think it is important to plan
2 How much planning do you think you should do
3 Do things usually go according to plan
Talk
Letrsquos4 Whatrsquos the cost of
planning as of
Project cost
wwwfalcontrainingcom 38
Applying your project plan
Planning is only useful if you use it during project execution
Plan provides the basis for
project execution
monitoring amp control and
closure activities
Assume the project wonrsquot go according to planhellip
But having a plan tells you when this is happening and how to manage
Change control and corrective action can take place once variances from the plan have been anticipated or actually occurred
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 39
Change Control
All requested change must be
documented and controlled
Ensure Steering Board involvement
in change control process and
approvals
Avoid lsquodeath by a thousand cutsrsquo
and lsquothe scope creeprsquo
Avoid lsquogold platingrsquo
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 40
Controlling your Baseline
Remember to
1 lsquoRebaselinersquo your project when changes are approved
2 Clearly communicate the baseline
Baseline
wwwfalcontrainingcom 41
Discussion
1 Think of projects in your organisation and how
change control has been managed
2 Share some of the good the bad and the uglyhellip
Talk
Letrsquos
wwwfalcontrainingcom 42
Sa
mp
le C
ha
ng
e
Co
ntr
ol T
em
pla
te
Project Name
Prepared by
Date
Person(s) Requesting Change
Change Number
Type of Change Requested
Project Scope Change
Project Budget Change Project Schedule Change
Project ProcurementContract Change Other (specify)
Detailed Description of Change
Reason for Change Requested
Effect on Project Cost
Projected Cost Overrun of approximately
Estimated Cost Reduction of approximately
Effect on Schedule
Planned Project Completion Date
New Project Completion Date
Additional Remarks
Approval Project Manager Date
Approval (Other) Date
43
Closing a Project
All projects must be closed
Gather and document lessons learnt for future projects
Get signoff from project sponsor andor client
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 44
Key Elements of Closure
Plan how your project is going to be closed ()
Contractual Closure
Financial Closure
Lessons Learned
Post Project Review
Benefits Realisation
Project Team Release
wwwfalcontrainingcom 45
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
The Project Life Cycle
Process Groups Interact in a Project
Level of
Effort
TimeStart Finish
Initiating
Process
Group
Planning
Process
Group
Executing
Process
Group
Monitoring amp
Controlling
Process Group
Closing
Process
Group
wwwfalcontrainingcom 46
3 ProgramPortfoliosProject Management (P3) and the PMO
47wwwfalcontrainingcomItrsquos good to know
Projects vs Programs vs Portfolios
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
Next Year
Project 1
Project 2
Project 3
Project 4
Project 5
Program 1
Portfolio 1
wwwfalcontrainingcom 48
Skills Required for
Successful Project
Management
Skills Required for Successful Project Management
Organises resources for the project
Provides direction coordination and integration to the
project team
Responsible for performance and success of the project
Must use the right people at the right time to address the right
issues and make the right decisions
Excellent communication people leadership and stakeholder
management skills
wwwfalcontrainingcom 50
Other roleshellip
Project Steering Board
Project Sponsor
Project Owner
Project Manager
Project Coordinator
Project Administrator
Program Managerhellip
wwwfalcontrainingcom 51
The Role of a Program Manager
wwwfalcontrainingcom 52
Governance
Financial
Management
Infrastructure
Sponsorship
Planning
Resource
Management
Reporting
The Role of a Program Manager
Governance
bullProviding governance
wisdom and guidance
to Project Managers
bullAsking hard questions
but not interfering with
management
Financial Management
bull Implementation of
specific fiscal practices
and controls for
multiple projects
bullReallocation of project
budgets based on
need and availability
Infrastructure
bullThe PMO technology
and other factors in the
work environment
supporting the program
effort
wwwfalcontrainingcom 53
The Role of a Program Manager
Sponsorship
bullProviding accountability
for the project
bullProvide financial
resources
bullAssist project manager
by clearing road blocks
and obtaining resources
for the project
bullAll while not managing
the project
Planning
bullActivities that take place
at multiple levels with
different goals
bullResolving resource
conflicts
Resource Management
bullEnsuring that projects
competing for the same
resources are
adequately provided for
Reporting
bullProviding a holistic view
of the performance of all
projects within the
program and reporting
back to the portfolio
managers
wwwfalcontrainingcom 54
The PMO
55wwwfalcontrainingcomItrsquos good to know
The Project Management Office
Policies
Training
ResourcesProcesses
Standards
PMO
wwwfalcontrainingcom 56
The Project Management Office (PMO)
ldquoAn organisational body or entity assigned various
responsibilities related to the centralised and coordinated
management of those projects under its domainrdquo
ldquoThe responsibilities of a PMO can range from providing
project management support functions to actually being
responsible for the direct management of a projectrdquo
(PMBOKreg 4th ed)
The centre of
project excellence
in your organisation
PMOrsquos function will depend on organisations needs and Project Management maturity
wwwfalcontrainingcom 57
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Professional Project Management
Project SelectionGovernance and
Sponsorship
Defining Scope
Create a Work Breakdown Structure
(WBS)
Estimate time amp cost
Project budget
Project schedule
Risks
People
Procurement
Quality
Communication amp stakeholders Ethics
wwwfalcontrainingcom 12
PMIorgThe Project Management Institute
13wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 14
PMI New Zealand (PMINZ)
Over 1650 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 15
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
16wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
wwwfalcontrainingcom 17
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
wwwfalcontrainingcom 18
Knowledge Areas
Integration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 19
wwwfalcontrainingcom 20
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
wwwfalcontrainingcom 21
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
OPM3 is a registered mark of the Project Management Institute Inc wwwfalcontrainingcom 22
2 The Project Lifecycle
23wwwfalcontrainingcomItrsquos good to know
5 Phases of a Project
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 24
Initiating a project
Choosing a project
1 Chose projects that align with your organisational
strategy
2 Chose projects that meet your financial criteria
3 Choose projects that meet your non-financial criteria
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 25
Project Selection
wwwfalcontrainingcom 26
Discussionhellip
What sort of project evaluation process does your
organisation have
Talk
Letrsquos
wwwfalcontrainingcom 27
Project Charter (like the birth certificate of a project)
Project Roles amp Responsibilities (Project Manager owner sponsor etc)
Reason for the project
High level statement of work to be undertaken
Known milestones constraints and assumptions
28
Pro
ject
Ch
art
er
Tem
pla
te
Project Name
Prepared by
Date
Initiation Includes the name of the project and the designated project manager
Synopsis Briefly summarize the salient aspects of the project by answering the questions Why (purpose) What (product descriptio n scope) When (time) and How much (resources)
PurposeBusiness Need Identify the customers who are to receive and benefit from the product developed by the project and the need the product is intended to meet (either as a problem to solve or as an opportunity to exploit)
Product Description and Deliverables
Identify what product is to be delivered at the end of the project and at any interim delivery points Describe the product sufficiently to enable the project team to create it and for agreement to be reached at product delivery time that the product has been corr ectly produced
Project Management Briefly indicate general approach and any relevant PMI or other standards to be used
Assumptions Constraints Risks Briefly identify salient assumptions constraints and known risks if any which can be anticipated to have a major impact o n the process andor outcome of the project and which require decisions or actions by the project sponsor or team
Resources Indicate required andor available resources to be used on the project As appropriate indicate financial personnel and ma terial resources (such as facilities equipment supplies and services)
Approach Indicate the way in which the project will produce the product
Communication and Reporting Identify communication required between the project sponsor and the project team
Acceptance Indicate the method and criteria for the project sponsor to accept the specified project deliverables as complete and adequate
Change Management Indicate the procedures to be used for making and documenting changes to the charter
Other Identify and explain any other matters that are important for the initiation and conduct of the project Focus on charter issues of importance between the project sponsor and the project manager This section is not for describing the project plan
Approval (optional) Project Manager Sponsor
29
wwwfalcontrainingcom 30
Project Planning
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 31
32
ldquoA common mistake people
make when trying to design
something fool proof is to
underestimate the ingenuity
of complete foolsrdquo
Douglas Adams author
The Hitchhikers Guide to the Galaxy
(1952-2001)
ldquoIn preparing for battle I
have always found that
plans are useless but
planning is indispensablerdquo
Dwight D Eisenhower (1890 - 1969)
33
ldquoIf I had eight hours to chop
down a tree Irsquod spend six
hours sharpening my axerdquo
Abraham Lincoln (1809 - 1865)
34
Why Plan
PROACTIVE is better than REACTIVE
Avoids waste
Helps to mitigate the effects of failure
Defines your goal and how you intend to get there
Develop measurement metrics ndash budgets time quality
Helps to identify risks early on ie resource conflicts
Produce project estimates ie cost and time estimates
wwwfalcontrainingcom 35
The Planning Approach
Encourage involvement from all
appropriate stakeholders when
planning the project
Make sure plan is detailed
enough to be successful yet
flexible enough to respond to
change
Get sign off on your plan from
higher-level and customer (gives
legitimacy and creates buy in)
Project
planning
is
an
iterative
process
Planning Tips
wwwfalcontrainingcom 36
The Project Management Plan
Outlines best way to manage all areas of the project
Can be one single document or several documents in
different formats
It is NOT a Gantt chart
Is a living and breathing document ndash ie will change as
the project develops
wwwfalcontrainingcom 37
Discussion - The Value of Planning
1 Why do you think it is important to plan
2 How much planning do you think you should do
3 Do things usually go according to plan
Talk
Letrsquos4 Whatrsquos the cost of
planning as of
Project cost
wwwfalcontrainingcom 38
Applying your project plan
Planning is only useful if you use it during project execution
Plan provides the basis for
project execution
monitoring amp control and
closure activities
Assume the project wonrsquot go according to planhellip
But having a plan tells you when this is happening and how to manage
Change control and corrective action can take place once variances from the plan have been anticipated or actually occurred
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 39
Change Control
All requested change must be
documented and controlled
Ensure Steering Board involvement
in change control process and
approvals
Avoid lsquodeath by a thousand cutsrsquo
and lsquothe scope creeprsquo
Avoid lsquogold platingrsquo
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 40
Controlling your Baseline
Remember to
1 lsquoRebaselinersquo your project when changes are approved
2 Clearly communicate the baseline
Baseline
wwwfalcontrainingcom 41
Discussion
1 Think of projects in your organisation and how
change control has been managed
2 Share some of the good the bad and the uglyhellip
Talk
Letrsquos
wwwfalcontrainingcom 42
Sa
mp
le C
ha
ng
e
Co
ntr
ol T
em
pla
te
Project Name
Prepared by
Date
Person(s) Requesting Change
Change Number
Type of Change Requested
Project Scope Change
Project Budget Change Project Schedule Change
Project ProcurementContract Change Other (specify)
Detailed Description of Change
Reason for Change Requested
Effect on Project Cost
Projected Cost Overrun of approximately
Estimated Cost Reduction of approximately
Effect on Schedule
Planned Project Completion Date
New Project Completion Date
Additional Remarks
Approval Project Manager Date
Approval (Other) Date
43
Closing a Project
All projects must be closed
Gather and document lessons learnt for future projects
Get signoff from project sponsor andor client
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 44
Key Elements of Closure
Plan how your project is going to be closed ()
Contractual Closure
Financial Closure
Lessons Learned
Post Project Review
Benefits Realisation
Project Team Release
wwwfalcontrainingcom 45
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
The Project Life Cycle
Process Groups Interact in a Project
Level of
Effort
TimeStart Finish
Initiating
Process
Group
Planning
Process
Group
Executing
Process
Group
Monitoring amp
Controlling
Process Group
Closing
Process
Group
wwwfalcontrainingcom 46
3 ProgramPortfoliosProject Management (P3) and the PMO
47wwwfalcontrainingcomItrsquos good to know
Projects vs Programs vs Portfolios
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
Next Year
Project 1
Project 2
Project 3
Project 4
Project 5
Program 1
Portfolio 1
wwwfalcontrainingcom 48
Skills Required for
Successful Project
Management
Skills Required for Successful Project Management
Organises resources for the project
Provides direction coordination and integration to the
project team
Responsible for performance and success of the project
Must use the right people at the right time to address the right
issues and make the right decisions
Excellent communication people leadership and stakeholder
management skills
wwwfalcontrainingcom 50
Other roleshellip
Project Steering Board
Project Sponsor
Project Owner
Project Manager
Project Coordinator
Project Administrator
Program Managerhellip
wwwfalcontrainingcom 51
The Role of a Program Manager
wwwfalcontrainingcom 52
Governance
Financial
Management
Infrastructure
Sponsorship
Planning
Resource
Management
Reporting
The Role of a Program Manager
Governance
bullProviding governance
wisdom and guidance
to Project Managers
bullAsking hard questions
but not interfering with
management
Financial Management
bull Implementation of
specific fiscal practices
and controls for
multiple projects
bullReallocation of project
budgets based on
need and availability
Infrastructure
bullThe PMO technology
and other factors in the
work environment
supporting the program
effort
wwwfalcontrainingcom 53
The Role of a Program Manager
Sponsorship
bullProviding accountability
for the project
bullProvide financial
resources
bullAssist project manager
by clearing road blocks
and obtaining resources
for the project
bullAll while not managing
the project
Planning
bullActivities that take place
at multiple levels with
different goals
bullResolving resource
conflicts
Resource Management
bullEnsuring that projects
competing for the same
resources are
adequately provided for
Reporting
bullProviding a holistic view
of the performance of all
projects within the
program and reporting
back to the portfolio
managers
wwwfalcontrainingcom 54
The PMO
55wwwfalcontrainingcomItrsquos good to know
The Project Management Office
Policies
Training
ResourcesProcesses
Standards
PMO
wwwfalcontrainingcom 56
The Project Management Office (PMO)
ldquoAn organisational body or entity assigned various
responsibilities related to the centralised and coordinated
management of those projects under its domainrdquo
ldquoThe responsibilities of a PMO can range from providing
project management support functions to actually being
responsible for the direct management of a projectrdquo
(PMBOKreg 4th ed)
The centre of
project excellence
in your organisation
PMOrsquos function will depend on organisations needs and Project Management maturity
wwwfalcontrainingcom 57
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
PMIorgThe Project Management Institute
13wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 14
PMI New Zealand (PMINZ)
Over 1650 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 15
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
16wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
wwwfalcontrainingcom 17
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
wwwfalcontrainingcom 18
Knowledge Areas
Integration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 19
wwwfalcontrainingcom 20
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
wwwfalcontrainingcom 21
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
OPM3 is a registered mark of the Project Management Institute Inc wwwfalcontrainingcom 22
2 The Project Lifecycle
23wwwfalcontrainingcomItrsquos good to know
5 Phases of a Project
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 24
Initiating a project
Choosing a project
1 Chose projects that align with your organisational
strategy
2 Chose projects that meet your financial criteria
3 Choose projects that meet your non-financial criteria
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 25
Project Selection
wwwfalcontrainingcom 26
Discussionhellip
What sort of project evaluation process does your
organisation have
Talk
Letrsquos
wwwfalcontrainingcom 27
Project Charter (like the birth certificate of a project)
Project Roles amp Responsibilities (Project Manager owner sponsor etc)
Reason for the project
High level statement of work to be undertaken
Known milestones constraints and assumptions
28
Pro
ject
Ch
art
er
Tem
pla
te
Project Name
Prepared by
Date
Initiation Includes the name of the project and the designated project manager
Synopsis Briefly summarize the salient aspects of the project by answering the questions Why (purpose) What (product descriptio n scope) When (time) and How much (resources)
PurposeBusiness Need Identify the customers who are to receive and benefit from the product developed by the project and the need the product is intended to meet (either as a problem to solve or as an opportunity to exploit)
Product Description and Deliverables
Identify what product is to be delivered at the end of the project and at any interim delivery points Describe the product sufficiently to enable the project team to create it and for agreement to be reached at product delivery time that the product has been corr ectly produced
Project Management Briefly indicate general approach and any relevant PMI or other standards to be used
Assumptions Constraints Risks Briefly identify salient assumptions constraints and known risks if any which can be anticipated to have a major impact o n the process andor outcome of the project and which require decisions or actions by the project sponsor or team
Resources Indicate required andor available resources to be used on the project As appropriate indicate financial personnel and ma terial resources (such as facilities equipment supplies and services)
Approach Indicate the way in which the project will produce the product
Communication and Reporting Identify communication required between the project sponsor and the project team
Acceptance Indicate the method and criteria for the project sponsor to accept the specified project deliverables as complete and adequate
Change Management Indicate the procedures to be used for making and documenting changes to the charter
Other Identify and explain any other matters that are important for the initiation and conduct of the project Focus on charter issues of importance between the project sponsor and the project manager This section is not for describing the project plan
Approval (optional) Project Manager Sponsor
29
wwwfalcontrainingcom 30
Project Planning
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 31
32
ldquoA common mistake people
make when trying to design
something fool proof is to
underestimate the ingenuity
of complete foolsrdquo
Douglas Adams author
The Hitchhikers Guide to the Galaxy
(1952-2001)
ldquoIn preparing for battle I
have always found that
plans are useless but
planning is indispensablerdquo
Dwight D Eisenhower (1890 - 1969)
33
ldquoIf I had eight hours to chop
down a tree Irsquod spend six
hours sharpening my axerdquo
Abraham Lincoln (1809 - 1865)
34
Why Plan
PROACTIVE is better than REACTIVE
Avoids waste
Helps to mitigate the effects of failure
Defines your goal and how you intend to get there
Develop measurement metrics ndash budgets time quality
Helps to identify risks early on ie resource conflicts
Produce project estimates ie cost and time estimates
wwwfalcontrainingcom 35
The Planning Approach
Encourage involvement from all
appropriate stakeholders when
planning the project
Make sure plan is detailed
enough to be successful yet
flexible enough to respond to
change
Get sign off on your plan from
higher-level and customer (gives
legitimacy and creates buy in)
Project
planning
is
an
iterative
process
Planning Tips
wwwfalcontrainingcom 36
The Project Management Plan
Outlines best way to manage all areas of the project
Can be one single document or several documents in
different formats
It is NOT a Gantt chart
Is a living and breathing document ndash ie will change as
the project develops
wwwfalcontrainingcom 37
Discussion - The Value of Planning
1 Why do you think it is important to plan
2 How much planning do you think you should do
3 Do things usually go according to plan
Talk
Letrsquos4 Whatrsquos the cost of
planning as of
Project cost
wwwfalcontrainingcom 38
Applying your project plan
Planning is only useful if you use it during project execution
Plan provides the basis for
project execution
monitoring amp control and
closure activities
Assume the project wonrsquot go according to planhellip
But having a plan tells you when this is happening and how to manage
Change control and corrective action can take place once variances from the plan have been anticipated or actually occurred
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 39
Change Control
All requested change must be
documented and controlled
Ensure Steering Board involvement
in change control process and
approvals
Avoid lsquodeath by a thousand cutsrsquo
and lsquothe scope creeprsquo
Avoid lsquogold platingrsquo
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 40
Controlling your Baseline
Remember to
1 lsquoRebaselinersquo your project when changes are approved
2 Clearly communicate the baseline
Baseline
wwwfalcontrainingcom 41
Discussion
1 Think of projects in your organisation and how
change control has been managed
2 Share some of the good the bad and the uglyhellip
Talk
Letrsquos
wwwfalcontrainingcom 42
Sa
mp
le C
ha
ng
e
Co
ntr
ol T
em
pla
te
Project Name
Prepared by
Date
Person(s) Requesting Change
Change Number
Type of Change Requested
Project Scope Change
Project Budget Change Project Schedule Change
Project ProcurementContract Change Other (specify)
Detailed Description of Change
Reason for Change Requested
Effect on Project Cost
Projected Cost Overrun of approximately
Estimated Cost Reduction of approximately
Effect on Schedule
Planned Project Completion Date
New Project Completion Date
Additional Remarks
Approval Project Manager Date
Approval (Other) Date
43
Closing a Project
All projects must be closed
Gather and document lessons learnt for future projects
Get signoff from project sponsor andor client
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 44
Key Elements of Closure
Plan how your project is going to be closed ()
Contractual Closure
Financial Closure
Lessons Learned
Post Project Review
Benefits Realisation
Project Team Release
wwwfalcontrainingcom 45
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
The Project Life Cycle
Process Groups Interact in a Project
Level of
Effort
TimeStart Finish
Initiating
Process
Group
Planning
Process
Group
Executing
Process
Group
Monitoring amp
Controlling
Process Group
Closing
Process
Group
wwwfalcontrainingcom 46
3 ProgramPortfoliosProject Management (P3) and the PMO
47wwwfalcontrainingcomItrsquos good to know
Projects vs Programs vs Portfolios
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
Next Year
Project 1
Project 2
Project 3
Project 4
Project 5
Program 1
Portfolio 1
wwwfalcontrainingcom 48
Skills Required for
Successful Project
Management
Skills Required for Successful Project Management
Organises resources for the project
Provides direction coordination and integration to the
project team
Responsible for performance and success of the project
Must use the right people at the right time to address the right
issues and make the right decisions
Excellent communication people leadership and stakeholder
management skills
wwwfalcontrainingcom 50
Other roleshellip
Project Steering Board
Project Sponsor
Project Owner
Project Manager
Project Coordinator
Project Administrator
Program Managerhellip
wwwfalcontrainingcom 51
The Role of a Program Manager
wwwfalcontrainingcom 52
Governance
Financial
Management
Infrastructure
Sponsorship
Planning
Resource
Management
Reporting
The Role of a Program Manager
Governance
bullProviding governance
wisdom and guidance
to Project Managers
bullAsking hard questions
but not interfering with
management
Financial Management
bull Implementation of
specific fiscal practices
and controls for
multiple projects
bullReallocation of project
budgets based on
need and availability
Infrastructure
bullThe PMO technology
and other factors in the
work environment
supporting the program
effort
wwwfalcontrainingcom 53
The Role of a Program Manager
Sponsorship
bullProviding accountability
for the project
bullProvide financial
resources
bullAssist project manager
by clearing road blocks
and obtaining resources
for the project
bullAll while not managing
the project
Planning
bullActivities that take place
at multiple levels with
different goals
bullResolving resource
conflicts
Resource Management
bullEnsuring that projects
competing for the same
resources are
adequately provided for
Reporting
bullProviding a holistic view
of the performance of all
projects within the
program and reporting
back to the portfolio
managers
wwwfalcontrainingcom 54
The PMO
55wwwfalcontrainingcomItrsquos good to know
The Project Management Office
Policies
Training
ResourcesProcesses
Standards
PMO
wwwfalcontrainingcom 56
The Project Management Office (PMO)
ldquoAn organisational body or entity assigned various
responsibilities related to the centralised and coordinated
management of those projects under its domainrdquo
ldquoThe responsibilities of a PMO can range from providing
project management support functions to actually being
responsible for the direct management of a projectrdquo
(PMBOKreg 4th ed)
The centre of
project excellence
in your organisation
PMOrsquos function will depend on organisations needs and Project Management maturity
wwwfalcontrainingcom 57
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
The Project Management Institute (PMI)
Established in 1970
Global organisation - advocating professionalism in project management
13 global standards relating to Project Management including The PMBOKreg Guide
Continuing research
Regional and global conferences
Family of globally recognised credentials
Over 470000 current members over 725 000 PMP credential holders worldwide
210 countries 284 Chaptershellip
Learn more - httpwwwpmiorgaboutlearn-about-pmi
wwwfalcontrainingcom 14
PMI New Zealand (PMINZ)
Over 1650 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 15
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
16wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
wwwfalcontrainingcom 17
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
wwwfalcontrainingcom 18
Knowledge Areas
Integration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 19
wwwfalcontrainingcom 20
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
wwwfalcontrainingcom 21
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
OPM3 is a registered mark of the Project Management Institute Inc wwwfalcontrainingcom 22
2 The Project Lifecycle
23wwwfalcontrainingcomItrsquos good to know
5 Phases of a Project
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 24
Initiating a project
Choosing a project
1 Chose projects that align with your organisational
strategy
2 Chose projects that meet your financial criteria
3 Choose projects that meet your non-financial criteria
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 25
Project Selection
wwwfalcontrainingcom 26
Discussionhellip
What sort of project evaluation process does your
organisation have
Talk
Letrsquos
wwwfalcontrainingcom 27
Project Charter (like the birth certificate of a project)
Project Roles amp Responsibilities (Project Manager owner sponsor etc)
Reason for the project
High level statement of work to be undertaken
Known milestones constraints and assumptions
28
Pro
ject
Ch
art
er
Tem
pla
te
Project Name
Prepared by
Date
Initiation Includes the name of the project and the designated project manager
Synopsis Briefly summarize the salient aspects of the project by answering the questions Why (purpose) What (product descriptio n scope) When (time) and How much (resources)
PurposeBusiness Need Identify the customers who are to receive and benefit from the product developed by the project and the need the product is intended to meet (either as a problem to solve or as an opportunity to exploit)
Product Description and Deliverables
Identify what product is to be delivered at the end of the project and at any interim delivery points Describe the product sufficiently to enable the project team to create it and for agreement to be reached at product delivery time that the product has been corr ectly produced
Project Management Briefly indicate general approach and any relevant PMI or other standards to be used
Assumptions Constraints Risks Briefly identify salient assumptions constraints and known risks if any which can be anticipated to have a major impact o n the process andor outcome of the project and which require decisions or actions by the project sponsor or team
Resources Indicate required andor available resources to be used on the project As appropriate indicate financial personnel and ma terial resources (such as facilities equipment supplies and services)
Approach Indicate the way in which the project will produce the product
Communication and Reporting Identify communication required between the project sponsor and the project team
Acceptance Indicate the method and criteria for the project sponsor to accept the specified project deliverables as complete and adequate
Change Management Indicate the procedures to be used for making and documenting changes to the charter
Other Identify and explain any other matters that are important for the initiation and conduct of the project Focus on charter issues of importance between the project sponsor and the project manager This section is not for describing the project plan
Approval (optional) Project Manager Sponsor
29
wwwfalcontrainingcom 30
Project Planning
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 31
32
ldquoA common mistake people
make when trying to design
something fool proof is to
underestimate the ingenuity
of complete foolsrdquo
Douglas Adams author
The Hitchhikers Guide to the Galaxy
(1952-2001)
ldquoIn preparing for battle I
have always found that
plans are useless but
planning is indispensablerdquo
Dwight D Eisenhower (1890 - 1969)
33
ldquoIf I had eight hours to chop
down a tree Irsquod spend six
hours sharpening my axerdquo
Abraham Lincoln (1809 - 1865)
34
Why Plan
PROACTIVE is better than REACTIVE
Avoids waste
Helps to mitigate the effects of failure
Defines your goal and how you intend to get there
Develop measurement metrics ndash budgets time quality
Helps to identify risks early on ie resource conflicts
Produce project estimates ie cost and time estimates
wwwfalcontrainingcom 35
The Planning Approach
Encourage involvement from all
appropriate stakeholders when
planning the project
Make sure plan is detailed
enough to be successful yet
flexible enough to respond to
change
Get sign off on your plan from
higher-level and customer (gives
legitimacy and creates buy in)
Project
planning
is
an
iterative
process
Planning Tips
wwwfalcontrainingcom 36
The Project Management Plan
Outlines best way to manage all areas of the project
Can be one single document or several documents in
different formats
It is NOT a Gantt chart
Is a living and breathing document ndash ie will change as
the project develops
wwwfalcontrainingcom 37
Discussion - The Value of Planning
1 Why do you think it is important to plan
2 How much planning do you think you should do
3 Do things usually go according to plan
Talk
Letrsquos4 Whatrsquos the cost of
planning as of
Project cost
wwwfalcontrainingcom 38
Applying your project plan
Planning is only useful if you use it during project execution
Plan provides the basis for
project execution
monitoring amp control and
closure activities
Assume the project wonrsquot go according to planhellip
But having a plan tells you when this is happening and how to manage
Change control and corrective action can take place once variances from the plan have been anticipated or actually occurred
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 39
Change Control
All requested change must be
documented and controlled
Ensure Steering Board involvement
in change control process and
approvals
Avoid lsquodeath by a thousand cutsrsquo
and lsquothe scope creeprsquo
Avoid lsquogold platingrsquo
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 40
Controlling your Baseline
Remember to
1 lsquoRebaselinersquo your project when changes are approved
2 Clearly communicate the baseline
Baseline
wwwfalcontrainingcom 41
Discussion
1 Think of projects in your organisation and how
change control has been managed
2 Share some of the good the bad and the uglyhellip
Talk
Letrsquos
wwwfalcontrainingcom 42
Sa
mp
le C
ha
ng
e
Co
ntr
ol T
em
pla
te
Project Name
Prepared by
Date
Person(s) Requesting Change
Change Number
Type of Change Requested
Project Scope Change
Project Budget Change Project Schedule Change
Project ProcurementContract Change Other (specify)
Detailed Description of Change
Reason for Change Requested
Effect on Project Cost
Projected Cost Overrun of approximately
Estimated Cost Reduction of approximately
Effect on Schedule
Planned Project Completion Date
New Project Completion Date
Additional Remarks
Approval Project Manager Date
Approval (Other) Date
43
Closing a Project
All projects must be closed
Gather and document lessons learnt for future projects
Get signoff from project sponsor andor client
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 44
Key Elements of Closure
Plan how your project is going to be closed ()
Contractual Closure
Financial Closure
Lessons Learned
Post Project Review
Benefits Realisation
Project Team Release
wwwfalcontrainingcom 45
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
The Project Life Cycle
Process Groups Interact in a Project
Level of
Effort
TimeStart Finish
Initiating
Process
Group
Planning
Process
Group
Executing
Process
Group
Monitoring amp
Controlling
Process Group
Closing
Process
Group
wwwfalcontrainingcom 46
3 ProgramPortfoliosProject Management (P3) and the PMO
47wwwfalcontrainingcomItrsquos good to know
Projects vs Programs vs Portfolios
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
Next Year
Project 1
Project 2
Project 3
Project 4
Project 5
Program 1
Portfolio 1
wwwfalcontrainingcom 48
Skills Required for
Successful Project
Management
Skills Required for Successful Project Management
Organises resources for the project
Provides direction coordination and integration to the
project team
Responsible for performance and success of the project
Must use the right people at the right time to address the right
issues and make the right decisions
Excellent communication people leadership and stakeholder
management skills
wwwfalcontrainingcom 50
Other roleshellip
Project Steering Board
Project Sponsor
Project Owner
Project Manager
Project Coordinator
Project Administrator
Program Managerhellip
wwwfalcontrainingcom 51
The Role of a Program Manager
wwwfalcontrainingcom 52
Governance
Financial
Management
Infrastructure
Sponsorship
Planning
Resource
Management
Reporting
The Role of a Program Manager
Governance
bullProviding governance
wisdom and guidance
to Project Managers
bullAsking hard questions
but not interfering with
management
Financial Management
bull Implementation of
specific fiscal practices
and controls for
multiple projects
bullReallocation of project
budgets based on
need and availability
Infrastructure
bullThe PMO technology
and other factors in the
work environment
supporting the program
effort
wwwfalcontrainingcom 53
The Role of a Program Manager
Sponsorship
bullProviding accountability
for the project
bullProvide financial
resources
bullAssist project manager
by clearing road blocks
and obtaining resources
for the project
bullAll while not managing
the project
Planning
bullActivities that take place
at multiple levels with
different goals
bullResolving resource
conflicts
Resource Management
bullEnsuring that projects
competing for the same
resources are
adequately provided for
Reporting
bullProviding a holistic view
of the performance of all
projects within the
program and reporting
back to the portfolio
managers
wwwfalcontrainingcom 54
The PMO
55wwwfalcontrainingcomItrsquos good to know
The Project Management Office
Policies
Training
ResourcesProcesses
Standards
PMO
wwwfalcontrainingcom 56
The Project Management Office (PMO)
ldquoAn organisational body or entity assigned various
responsibilities related to the centralised and coordinated
management of those projects under its domainrdquo
ldquoThe responsibilities of a PMO can range from providing
project management support functions to actually being
responsible for the direct management of a projectrdquo
(PMBOKreg 4th ed)
The centre of
project excellence
in your organisation
PMOrsquos function will depend on organisations needs and Project Management maturity
wwwfalcontrainingcom 57
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
PMI New Zealand (PMINZ)
Over 1650 current members
Branches
Auckland
Central
South Island
+ 8 sub branches
Monthly Meetings Annual Conference Seminars Study Groups
wwwpmiorgnz
wwwfalcontrainingcom 15
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
16wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
wwwfalcontrainingcom 17
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
wwwfalcontrainingcom 18
Knowledge Areas
Integration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 19
wwwfalcontrainingcom 20
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
wwwfalcontrainingcom 21
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
OPM3 is a registered mark of the Project Management Institute Inc wwwfalcontrainingcom 22
2 The Project Lifecycle
23wwwfalcontrainingcomItrsquos good to know
5 Phases of a Project
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 24
Initiating a project
Choosing a project
1 Chose projects that align with your organisational
strategy
2 Chose projects that meet your financial criteria
3 Choose projects that meet your non-financial criteria
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 25
Project Selection
wwwfalcontrainingcom 26
Discussionhellip
What sort of project evaluation process does your
organisation have
Talk
Letrsquos
wwwfalcontrainingcom 27
Project Charter (like the birth certificate of a project)
Project Roles amp Responsibilities (Project Manager owner sponsor etc)
Reason for the project
High level statement of work to be undertaken
Known milestones constraints and assumptions
28
Pro
ject
Ch
art
er
Tem
pla
te
Project Name
Prepared by
Date
Initiation Includes the name of the project and the designated project manager
Synopsis Briefly summarize the salient aspects of the project by answering the questions Why (purpose) What (product descriptio n scope) When (time) and How much (resources)
PurposeBusiness Need Identify the customers who are to receive and benefit from the product developed by the project and the need the product is intended to meet (either as a problem to solve or as an opportunity to exploit)
Product Description and Deliverables
Identify what product is to be delivered at the end of the project and at any interim delivery points Describe the product sufficiently to enable the project team to create it and for agreement to be reached at product delivery time that the product has been corr ectly produced
Project Management Briefly indicate general approach and any relevant PMI or other standards to be used
Assumptions Constraints Risks Briefly identify salient assumptions constraints and known risks if any which can be anticipated to have a major impact o n the process andor outcome of the project and which require decisions or actions by the project sponsor or team
Resources Indicate required andor available resources to be used on the project As appropriate indicate financial personnel and ma terial resources (such as facilities equipment supplies and services)
Approach Indicate the way in which the project will produce the product
Communication and Reporting Identify communication required between the project sponsor and the project team
Acceptance Indicate the method and criteria for the project sponsor to accept the specified project deliverables as complete and adequate
Change Management Indicate the procedures to be used for making and documenting changes to the charter
Other Identify and explain any other matters that are important for the initiation and conduct of the project Focus on charter issues of importance between the project sponsor and the project manager This section is not for describing the project plan
Approval (optional) Project Manager Sponsor
29
wwwfalcontrainingcom 30
Project Planning
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 31
32
ldquoA common mistake people
make when trying to design
something fool proof is to
underestimate the ingenuity
of complete foolsrdquo
Douglas Adams author
The Hitchhikers Guide to the Galaxy
(1952-2001)
ldquoIn preparing for battle I
have always found that
plans are useless but
planning is indispensablerdquo
Dwight D Eisenhower (1890 - 1969)
33
ldquoIf I had eight hours to chop
down a tree Irsquod spend six
hours sharpening my axerdquo
Abraham Lincoln (1809 - 1865)
34
Why Plan
PROACTIVE is better than REACTIVE
Avoids waste
Helps to mitigate the effects of failure
Defines your goal and how you intend to get there
Develop measurement metrics ndash budgets time quality
Helps to identify risks early on ie resource conflicts
Produce project estimates ie cost and time estimates
wwwfalcontrainingcom 35
The Planning Approach
Encourage involvement from all
appropriate stakeholders when
planning the project
Make sure plan is detailed
enough to be successful yet
flexible enough to respond to
change
Get sign off on your plan from
higher-level and customer (gives
legitimacy and creates buy in)
Project
planning
is
an
iterative
process
Planning Tips
wwwfalcontrainingcom 36
The Project Management Plan
Outlines best way to manage all areas of the project
Can be one single document or several documents in
different formats
It is NOT a Gantt chart
Is a living and breathing document ndash ie will change as
the project develops
wwwfalcontrainingcom 37
Discussion - The Value of Planning
1 Why do you think it is important to plan
2 How much planning do you think you should do
3 Do things usually go according to plan
Talk
Letrsquos4 Whatrsquos the cost of
planning as of
Project cost
wwwfalcontrainingcom 38
Applying your project plan
Planning is only useful if you use it during project execution
Plan provides the basis for
project execution
monitoring amp control and
closure activities
Assume the project wonrsquot go according to planhellip
But having a plan tells you when this is happening and how to manage
Change control and corrective action can take place once variances from the plan have been anticipated or actually occurred
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 39
Change Control
All requested change must be
documented and controlled
Ensure Steering Board involvement
in change control process and
approvals
Avoid lsquodeath by a thousand cutsrsquo
and lsquothe scope creeprsquo
Avoid lsquogold platingrsquo
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 40
Controlling your Baseline
Remember to
1 lsquoRebaselinersquo your project when changes are approved
2 Clearly communicate the baseline
Baseline
wwwfalcontrainingcom 41
Discussion
1 Think of projects in your organisation and how
change control has been managed
2 Share some of the good the bad and the uglyhellip
Talk
Letrsquos
wwwfalcontrainingcom 42
Sa
mp
le C
ha
ng
e
Co
ntr
ol T
em
pla
te
Project Name
Prepared by
Date
Person(s) Requesting Change
Change Number
Type of Change Requested
Project Scope Change
Project Budget Change Project Schedule Change
Project ProcurementContract Change Other (specify)
Detailed Description of Change
Reason for Change Requested
Effect on Project Cost
Projected Cost Overrun of approximately
Estimated Cost Reduction of approximately
Effect on Schedule
Planned Project Completion Date
New Project Completion Date
Additional Remarks
Approval Project Manager Date
Approval (Other) Date
43
Closing a Project
All projects must be closed
Gather and document lessons learnt for future projects
Get signoff from project sponsor andor client
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 44
Key Elements of Closure
Plan how your project is going to be closed ()
Contractual Closure
Financial Closure
Lessons Learned
Post Project Review
Benefits Realisation
Project Team Release
wwwfalcontrainingcom 45
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
The Project Life Cycle
Process Groups Interact in a Project
Level of
Effort
TimeStart Finish
Initiating
Process
Group
Planning
Process
Group
Executing
Process
Group
Monitoring amp
Controlling
Process Group
Closing
Process
Group
wwwfalcontrainingcom 46
3 ProgramPortfoliosProject Management (P3) and the PMO
47wwwfalcontrainingcomItrsquos good to know
Projects vs Programs vs Portfolios
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
Next Year
Project 1
Project 2
Project 3
Project 4
Project 5
Program 1
Portfolio 1
wwwfalcontrainingcom 48
Skills Required for
Successful Project
Management
Skills Required for Successful Project Management
Organises resources for the project
Provides direction coordination and integration to the
project team
Responsible for performance and success of the project
Must use the right people at the right time to address the right
issues and make the right decisions
Excellent communication people leadership and stakeholder
management skills
wwwfalcontrainingcom 50
Other roleshellip
Project Steering Board
Project Sponsor
Project Owner
Project Manager
Project Coordinator
Project Administrator
Program Managerhellip
wwwfalcontrainingcom 51
The Role of a Program Manager
wwwfalcontrainingcom 52
Governance
Financial
Management
Infrastructure
Sponsorship
Planning
Resource
Management
Reporting
The Role of a Program Manager
Governance
bullProviding governance
wisdom and guidance
to Project Managers
bullAsking hard questions
but not interfering with
management
Financial Management
bull Implementation of
specific fiscal practices
and controls for
multiple projects
bullReallocation of project
budgets based on
need and availability
Infrastructure
bullThe PMO technology
and other factors in the
work environment
supporting the program
effort
wwwfalcontrainingcom 53
The Role of a Program Manager
Sponsorship
bullProviding accountability
for the project
bullProvide financial
resources
bullAssist project manager
by clearing road blocks
and obtaining resources
for the project
bullAll while not managing
the project
Planning
bullActivities that take place
at multiple levels with
different goals
bullResolving resource
conflicts
Resource Management
bullEnsuring that projects
competing for the same
resources are
adequately provided for
Reporting
bullProviding a holistic view
of the performance of all
projects within the
program and reporting
back to the portfolio
managers
wwwfalcontrainingcom 54
The PMO
55wwwfalcontrainingcomItrsquos good to know
The Project Management Office
Policies
Training
ResourcesProcesses
Standards
PMO
wwwfalcontrainingcom 56
The Project Management Office (PMO)
ldquoAn organisational body or entity assigned various
responsibilities related to the centralised and coordinated
management of those projects under its domainrdquo
ldquoThe responsibilities of a PMO can range from providing
project management support functions to actually being
responsible for the direct management of a projectrdquo
(PMBOKreg 4th ed)
The centre of
project excellence
in your organisation
PMOrsquos function will depend on organisations needs and Project Management maturity
wwwfalcontrainingcom 57
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
The PMBOKreg GuideThe Project Management Body of Knowledge Guide
16wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
wwwfalcontrainingcom 17
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
wwwfalcontrainingcom 18
Knowledge Areas
Integration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 19
wwwfalcontrainingcom 20
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
wwwfalcontrainingcom 21
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
OPM3 is a registered mark of the Project Management Institute Inc wwwfalcontrainingcom 22
2 The Project Lifecycle
23wwwfalcontrainingcomItrsquos good to know
5 Phases of a Project
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 24
Initiating a project
Choosing a project
1 Chose projects that align with your organisational
strategy
2 Chose projects that meet your financial criteria
3 Choose projects that meet your non-financial criteria
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 25
Project Selection
wwwfalcontrainingcom 26
Discussionhellip
What sort of project evaluation process does your
organisation have
Talk
Letrsquos
wwwfalcontrainingcom 27
Project Charter (like the birth certificate of a project)
Project Roles amp Responsibilities (Project Manager owner sponsor etc)
Reason for the project
High level statement of work to be undertaken
Known milestones constraints and assumptions
28
Pro
ject
Ch
art
er
Tem
pla
te
Project Name
Prepared by
Date
Initiation Includes the name of the project and the designated project manager
Synopsis Briefly summarize the salient aspects of the project by answering the questions Why (purpose) What (product descriptio n scope) When (time) and How much (resources)
PurposeBusiness Need Identify the customers who are to receive and benefit from the product developed by the project and the need the product is intended to meet (either as a problem to solve or as an opportunity to exploit)
Product Description and Deliverables
Identify what product is to be delivered at the end of the project and at any interim delivery points Describe the product sufficiently to enable the project team to create it and for agreement to be reached at product delivery time that the product has been corr ectly produced
Project Management Briefly indicate general approach and any relevant PMI or other standards to be used
Assumptions Constraints Risks Briefly identify salient assumptions constraints and known risks if any which can be anticipated to have a major impact o n the process andor outcome of the project and which require decisions or actions by the project sponsor or team
Resources Indicate required andor available resources to be used on the project As appropriate indicate financial personnel and ma terial resources (such as facilities equipment supplies and services)
Approach Indicate the way in which the project will produce the product
Communication and Reporting Identify communication required between the project sponsor and the project team
Acceptance Indicate the method and criteria for the project sponsor to accept the specified project deliverables as complete and adequate
Change Management Indicate the procedures to be used for making and documenting changes to the charter
Other Identify and explain any other matters that are important for the initiation and conduct of the project Focus on charter issues of importance between the project sponsor and the project manager This section is not for describing the project plan
Approval (optional) Project Manager Sponsor
29
wwwfalcontrainingcom 30
Project Planning
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 31
32
ldquoA common mistake people
make when trying to design
something fool proof is to
underestimate the ingenuity
of complete foolsrdquo
Douglas Adams author
The Hitchhikers Guide to the Galaxy
(1952-2001)
ldquoIn preparing for battle I
have always found that
plans are useless but
planning is indispensablerdquo
Dwight D Eisenhower (1890 - 1969)
33
ldquoIf I had eight hours to chop
down a tree Irsquod spend six
hours sharpening my axerdquo
Abraham Lincoln (1809 - 1865)
34
Why Plan
PROACTIVE is better than REACTIVE
Avoids waste
Helps to mitigate the effects of failure
Defines your goal and how you intend to get there
Develop measurement metrics ndash budgets time quality
Helps to identify risks early on ie resource conflicts
Produce project estimates ie cost and time estimates
wwwfalcontrainingcom 35
The Planning Approach
Encourage involvement from all
appropriate stakeholders when
planning the project
Make sure plan is detailed
enough to be successful yet
flexible enough to respond to
change
Get sign off on your plan from
higher-level and customer (gives
legitimacy and creates buy in)
Project
planning
is
an
iterative
process
Planning Tips
wwwfalcontrainingcom 36
The Project Management Plan
Outlines best way to manage all areas of the project
Can be one single document or several documents in
different formats
It is NOT a Gantt chart
Is a living and breathing document ndash ie will change as
the project develops
wwwfalcontrainingcom 37
Discussion - The Value of Planning
1 Why do you think it is important to plan
2 How much planning do you think you should do
3 Do things usually go according to plan
Talk
Letrsquos4 Whatrsquos the cost of
planning as of
Project cost
wwwfalcontrainingcom 38
Applying your project plan
Planning is only useful if you use it during project execution
Plan provides the basis for
project execution
monitoring amp control and
closure activities
Assume the project wonrsquot go according to planhellip
But having a plan tells you when this is happening and how to manage
Change control and corrective action can take place once variances from the plan have been anticipated or actually occurred
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 39
Change Control
All requested change must be
documented and controlled
Ensure Steering Board involvement
in change control process and
approvals
Avoid lsquodeath by a thousand cutsrsquo
and lsquothe scope creeprsquo
Avoid lsquogold platingrsquo
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 40
Controlling your Baseline
Remember to
1 lsquoRebaselinersquo your project when changes are approved
2 Clearly communicate the baseline
Baseline
wwwfalcontrainingcom 41
Discussion
1 Think of projects in your organisation and how
change control has been managed
2 Share some of the good the bad and the uglyhellip
Talk
Letrsquos
wwwfalcontrainingcom 42
Sa
mp
le C
ha
ng
e
Co
ntr
ol T
em
pla
te
Project Name
Prepared by
Date
Person(s) Requesting Change
Change Number
Type of Change Requested
Project Scope Change
Project Budget Change Project Schedule Change
Project ProcurementContract Change Other (specify)
Detailed Description of Change
Reason for Change Requested
Effect on Project Cost
Projected Cost Overrun of approximately
Estimated Cost Reduction of approximately
Effect on Schedule
Planned Project Completion Date
New Project Completion Date
Additional Remarks
Approval Project Manager Date
Approval (Other) Date
43
Closing a Project
All projects must be closed
Gather and document lessons learnt for future projects
Get signoff from project sponsor andor client
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 44
Key Elements of Closure
Plan how your project is going to be closed ()
Contractual Closure
Financial Closure
Lessons Learned
Post Project Review
Benefits Realisation
Project Team Release
wwwfalcontrainingcom 45
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
The Project Life Cycle
Process Groups Interact in a Project
Level of
Effort
TimeStart Finish
Initiating
Process
Group
Planning
Process
Group
Executing
Process
Group
Monitoring amp
Controlling
Process Group
Closing
Process
Group
wwwfalcontrainingcom 46
3 ProgramPortfoliosProject Management (P3) and the PMO
47wwwfalcontrainingcomItrsquos good to know
Projects vs Programs vs Portfolios
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
Next Year
Project 1
Project 2
Project 3
Project 4
Project 5
Program 1
Portfolio 1
wwwfalcontrainingcom 48
Skills Required for
Successful Project
Management
Skills Required for Successful Project Management
Organises resources for the project
Provides direction coordination and integration to the
project team
Responsible for performance and success of the project
Must use the right people at the right time to address the right
issues and make the right decisions
Excellent communication people leadership and stakeholder
management skills
wwwfalcontrainingcom 50
Other roleshellip
Project Steering Board
Project Sponsor
Project Owner
Project Manager
Project Coordinator
Project Administrator
Program Managerhellip
wwwfalcontrainingcom 51
The Role of a Program Manager
wwwfalcontrainingcom 52
Governance
Financial
Management
Infrastructure
Sponsorship
Planning
Resource
Management
Reporting
The Role of a Program Manager
Governance
bullProviding governance
wisdom and guidance
to Project Managers
bullAsking hard questions
but not interfering with
management
Financial Management
bull Implementation of
specific fiscal practices
and controls for
multiple projects
bullReallocation of project
budgets based on
need and availability
Infrastructure
bullThe PMO technology
and other factors in the
work environment
supporting the program
effort
wwwfalcontrainingcom 53
The Role of a Program Manager
Sponsorship
bullProviding accountability
for the project
bullProvide financial
resources
bullAssist project manager
by clearing road blocks
and obtaining resources
for the project
bullAll while not managing
the project
Planning
bullActivities that take place
at multiple levels with
different goals
bullResolving resource
conflicts
Resource Management
bullEnsuring that projects
competing for the same
resources are
adequately provided for
Reporting
bullProviding a holistic view
of the performance of all
projects within the
program and reporting
back to the portfolio
managers
wwwfalcontrainingcom 54
The PMO
55wwwfalcontrainingcomItrsquos good to know
The Project Management Office
Policies
Training
ResourcesProcesses
Standards
PMO
wwwfalcontrainingcom 56
The Project Management Office (PMO)
ldquoAn organisational body or entity assigned various
responsibilities related to the centralised and coordinated
management of those projects under its domainrdquo
ldquoThe responsibilities of a PMO can range from providing
project management support functions to actually being
responsible for the direct management of a projectrdquo
(PMBOKreg 4th ed)
The centre of
project excellence
in your organisation
PMOrsquos function will depend on organisations needs and Project Management maturity
wwwfalcontrainingcom 57
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
The PMBOKreg Guide
Methodology
The PMBOKreg Guide is a guide or framework
Standard PM language
The PMBOKreg Guide is universally regarded as the standard
for project management across the globe and has helped
millions of project managers worldwide implement and
manage projects effectively and efficiently for
organisational success
wwwfalcontrainingcom 17
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
wwwfalcontrainingcom 18
Knowledge Areas
Integration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 19
wwwfalcontrainingcom 20
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
wwwfalcontrainingcom 21
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
OPM3 is a registered mark of the Project Management Institute Inc wwwfalcontrainingcom 22
2 The Project Lifecycle
23wwwfalcontrainingcomItrsquos good to know
5 Phases of a Project
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 24
Initiating a project
Choosing a project
1 Chose projects that align with your organisational
strategy
2 Chose projects that meet your financial criteria
3 Choose projects that meet your non-financial criteria
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 25
Project Selection
wwwfalcontrainingcom 26
Discussionhellip
What sort of project evaluation process does your
organisation have
Talk
Letrsquos
wwwfalcontrainingcom 27
Project Charter (like the birth certificate of a project)
Project Roles amp Responsibilities (Project Manager owner sponsor etc)
Reason for the project
High level statement of work to be undertaken
Known milestones constraints and assumptions
28
Pro
ject
Ch
art
er
Tem
pla
te
Project Name
Prepared by
Date
Initiation Includes the name of the project and the designated project manager
Synopsis Briefly summarize the salient aspects of the project by answering the questions Why (purpose) What (product descriptio n scope) When (time) and How much (resources)
PurposeBusiness Need Identify the customers who are to receive and benefit from the product developed by the project and the need the product is intended to meet (either as a problem to solve or as an opportunity to exploit)
Product Description and Deliverables
Identify what product is to be delivered at the end of the project and at any interim delivery points Describe the product sufficiently to enable the project team to create it and for agreement to be reached at product delivery time that the product has been corr ectly produced
Project Management Briefly indicate general approach and any relevant PMI or other standards to be used
Assumptions Constraints Risks Briefly identify salient assumptions constraints and known risks if any which can be anticipated to have a major impact o n the process andor outcome of the project and which require decisions or actions by the project sponsor or team
Resources Indicate required andor available resources to be used on the project As appropriate indicate financial personnel and ma terial resources (such as facilities equipment supplies and services)
Approach Indicate the way in which the project will produce the product
Communication and Reporting Identify communication required between the project sponsor and the project team
Acceptance Indicate the method and criteria for the project sponsor to accept the specified project deliverables as complete and adequate
Change Management Indicate the procedures to be used for making and documenting changes to the charter
Other Identify and explain any other matters that are important for the initiation and conduct of the project Focus on charter issues of importance between the project sponsor and the project manager This section is not for describing the project plan
Approval (optional) Project Manager Sponsor
29
wwwfalcontrainingcom 30
Project Planning
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 31
32
ldquoA common mistake people
make when trying to design
something fool proof is to
underestimate the ingenuity
of complete foolsrdquo
Douglas Adams author
The Hitchhikers Guide to the Galaxy
(1952-2001)
ldquoIn preparing for battle I
have always found that
plans are useless but
planning is indispensablerdquo
Dwight D Eisenhower (1890 - 1969)
33
ldquoIf I had eight hours to chop
down a tree Irsquod spend six
hours sharpening my axerdquo
Abraham Lincoln (1809 - 1865)
34
Why Plan
PROACTIVE is better than REACTIVE
Avoids waste
Helps to mitigate the effects of failure
Defines your goal and how you intend to get there
Develop measurement metrics ndash budgets time quality
Helps to identify risks early on ie resource conflicts
Produce project estimates ie cost and time estimates
wwwfalcontrainingcom 35
The Planning Approach
Encourage involvement from all
appropriate stakeholders when
planning the project
Make sure plan is detailed
enough to be successful yet
flexible enough to respond to
change
Get sign off on your plan from
higher-level and customer (gives
legitimacy and creates buy in)
Project
planning
is
an
iterative
process
Planning Tips
wwwfalcontrainingcom 36
The Project Management Plan
Outlines best way to manage all areas of the project
Can be one single document or several documents in
different formats
It is NOT a Gantt chart
Is a living and breathing document ndash ie will change as
the project develops
wwwfalcontrainingcom 37
Discussion - The Value of Planning
1 Why do you think it is important to plan
2 How much planning do you think you should do
3 Do things usually go according to plan
Talk
Letrsquos4 Whatrsquos the cost of
planning as of
Project cost
wwwfalcontrainingcom 38
Applying your project plan
Planning is only useful if you use it during project execution
Plan provides the basis for
project execution
monitoring amp control and
closure activities
Assume the project wonrsquot go according to planhellip
But having a plan tells you when this is happening and how to manage
Change control and corrective action can take place once variances from the plan have been anticipated or actually occurred
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 39
Change Control
All requested change must be
documented and controlled
Ensure Steering Board involvement
in change control process and
approvals
Avoid lsquodeath by a thousand cutsrsquo
and lsquothe scope creeprsquo
Avoid lsquogold platingrsquo
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 40
Controlling your Baseline
Remember to
1 lsquoRebaselinersquo your project when changes are approved
2 Clearly communicate the baseline
Baseline
wwwfalcontrainingcom 41
Discussion
1 Think of projects in your organisation and how
change control has been managed
2 Share some of the good the bad and the uglyhellip
Talk
Letrsquos
wwwfalcontrainingcom 42
Sa
mp
le C
ha
ng
e
Co
ntr
ol T
em
pla
te
Project Name
Prepared by
Date
Person(s) Requesting Change
Change Number
Type of Change Requested
Project Scope Change
Project Budget Change Project Schedule Change
Project ProcurementContract Change Other (specify)
Detailed Description of Change
Reason for Change Requested
Effect on Project Cost
Projected Cost Overrun of approximately
Estimated Cost Reduction of approximately
Effect on Schedule
Planned Project Completion Date
New Project Completion Date
Additional Remarks
Approval Project Manager Date
Approval (Other) Date
43
Closing a Project
All projects must be closed
Gather and document lessons learnt for future projects
Get signoff from project sponsor andor client
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 44
Key Elements of Closure
Plan how your project is going to be closed ()
Contractual Closure
Financial Closure
Lessons Learned
Post Project Review
Benefits Realisation
Project Team Release
wwwfalcontrainingcom 45
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
The Project Life Cycle
Process Groups Interact in a Project
Level of
Effort
TimeStart Finish
Initiating
Process
Group
Planning
Process
Group
Executing
Process
Group
Monitoring amp
Controlling
Process Group
Closing
Process
Group
wwwfalcontrainingcom 46
3 ProgramPortfoliosProject Management (P3) and the PMO
47wwwfalcontrainingcomItrsquos good to know
Projects vs Programs vs Portfolios
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
Next Year
Project 1
Project 2
Project 3
Project 4
Project 5
Program 1
Portfolio 1
wwwfalcontrainingcom 48
Skills Required for
Successful Project
Management
Skills Required for Successful Project Management
Organises resources for the project
Provides direction coordination and integration to the
project team
Responsible for performance and success of the project
Must use the right people at the right time to address the right
issues and make the right decisions
Excellent communication people leadership and stakeholder
management skills
wwwfalcontrainingcom 50
Other roleshellip
Project Steering Board
Project Sponsor
Project Owner
Project Manager
Project Coordinator
Project Administrator
Program Managerhellip
wwwfalcontrainingcom 51
The Role of a Program Manager
wwwfalcontrainingcom 52
Governance
Financial
Management
Infrastructure
Sponsorship
Planning
Resource
Management
Reporting
The Role of a Program Manager
Governance
bullProviding governance
wisdom and guidance
to Project Managers
bullAsking hard questions
but not interfering with
management
Financial Management
bull Implementation of
specific fiscal practices
and controls for
multiple projects
bullReallocation of project
budgets based on
need and availability
Infrastructure
bullThe PMO technology
and other factors in the
work environment
supporting the program
effort
wwwfalcontrainingcom 53
The Role of a Program Manager
Sponsorship
bullProviding accountability
for the project
bullProvide financial
resources
bullAssist project manager
by clearing road blocks
and obtaining resources
for the project
bullAll while not managing
the project
Planning
bullActivities that take place
at multiple levels with
different goals
bullResolving resource
conflicts
Resource Management
bullEnsuring that projects
competing for the same
resources are
adequately provided for
Reporting
bullProviding a holistic view
of the performance of all
projects within the
program and reporting
back to the portfolio
managers
wwwfalcontrainingcom 54
The PMO
55wwwfalcontrainingcomItrsquos good to know
The Project Management Office
Policies
Training
ResourcesProcesses
Standards
PMO
wwwfalcontrainingcom 56
The Project Management Office (PMO)
ldquoAn organisational body or entity assigned various
responsibilities related to the centralised and coordinated
management of those projects under its domainrdquo
ldquoThe responsibilities of a PMO can range from providing
project management support functions to actually being
responsible for the direct management of a projectrdquo
(PMBOKreg 4th ed)
The centre of
project excellence
in your organisation
PMOrsquos function will depend on organisations needs and Project Management maturity
wwwfalcontrainingcom 57
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
The
PM
BO
Kreg
Gu
ide
Process Groups
Initiating
Planning
ExecutingMonitoring
and Controlling
Closing
wwwfalcontrainingcom 18
Knowledge Areas
Integration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 19
wwwfalcontrainingcom 20
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
wwwfalcontrainingcom 21
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
OPM3 is a registered mark of the Project Management Institute Inc wwwfalcontrainingcom 22
2 The Project Lifecycle
23wwwfalcontrainingcomItrsquos good to know
5 Phases of a Project
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 24
Initiating a project
Choosing a project
1 Chose projects that align with your organisational
strategy
2 Chose projects that meet your financial criteria
3 Choose projects that meet your non-financial criteria
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 25
Project Selection
wwwfalcontrainingcom 26
Discussionhellip
What sort of project evaluation process does your
organisation have
Talk
Letrsquos
wwwfalcontrainingcom 27
Project Charter (like the birth certificate of a project)
Project Roles amp Responsibilities (Project Manager owner sponsor etc)
Reason for the project
High level statement of work to be undertaken
Known milestones constraints and assumptions
28
Pro
ject
Ch
art
er
Tem
pla
te
Project Name
Prepared by
Date
Initiation Includes the name of the project and the designated project manager
Synopsis Briefly summarize the salient aspects of the project by answering the questions Why (purpose) What (product descriptio n scope) When (time) and How much (resources)
PurposeBusiness Need Identify the customers who are to receive and benefit from the product developed by the project and the need the product is intended to meet (either as a problem to solve or as an opportunity to exploit)
Product Description and Deliverables
Identify what product is to be delivered at the end of the project and at any interim delivery points Describe the product sufficiently to enable the project team to create it and for agreement to be reached at product delivery time that the product has been corr ectly produced
Project Management Briefly indicate general approach and any relevant PMI or other standards to be used
Assumptions Constraints Risks Briefly identify salient assumptions constraints and known risks if any which can be anticipated to have a major impact o n the process andor outcome of the project and which require decisions or actions by the project sponsor or team
Resources Indicate required andor available resources to be used on the project As appropriate indicate financial personnel and ma terial resources (such as facilities equipment supplies and services)
Approach Indicate the way in which the project will produce the product
Communication and Reporting Identify communication required between the project sponsor and the project team
Acceptance Indicate the method and criteria for the project sponsor to accept the specified project deliverables as complete and adequate
Change Management Indicate the procedures to be used for making and documenting changes to the charter
Other Identify and explain any other matters that are important for the initiation and conduct of the project Focus on charter issues of importance between the project sponsor and the project manager This section is not for describing the project plan
Approval (optional) Project Manager Sponsor
29
wwwfalcontrainingcom 30
Project Planning
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 31
32
ldquoA common mistake people
make when trying to design
something fool proof is to
underestimate the ingenuity
of complete foolsrdquo
Douglas Adams author
The Hitchhikers Guide to the Galaxy
(1952-2001)
ldquoIn preparing for battle I
have always found that
plans are useless but
planning is indispensablerdquo
Dwight D Eisenhower (1890 - 1969)
33
ldquoIf I had eight hours to chop
down a tree Irsquod spend six
hours sharpening my axerdquo
Abraham Lincoln (1809 - 1865)
34
Why Plan
PROACTIVE is better than REACTIVE
Avoids waste
Helps to mitigate the effects of failure
Defines your goal and how you intend to get there
Develop measurement metrics ndash budgets time quality
Helps to identify risks early on ie resource conflicts
Produce project estimates ie cost and time estimates
wwwfalcontrainingcom 35
The Planning Approach
Encourage involvement from all
appropriate stakeholders when
planning the project
Make sure plan is detailed
enough to be successful yet
flexible enough to respond to
change
Get sign off on your plan from
higher-level and customer (gives
legitimacy and creates buy in)
Project
planning
is
an
iterative
process
Planning Tips
wwwfalcontrainingcom 36
The Project Management Plan
Outlines best way to manage all areas of the project
Can be one single document or several documents in
different formats
It is NOT a Gantt chart
Is a living and breathing document ndash ie will change as
the project develops
wwwfalcontrainingcom 37
Discussion - The Value of Planning
1 Why do you think it is important to plan
2 How much planning do you think you should do
3 Do things usually go according to plan
Talk
Letrsquos4 Whatrsquos the cost of
planning as of
Project cost
wwwfalcontrainingcom 38
Applying your project plan
Planning is only useful if you use it during project execution
Plan provides the basis for
project execution
monitoring amp control and
closure activities
Assume the project wonrsquot go according to planhellip
But having a plan tells you when this is happening and how to manage
Change control and corrective action can take place once variances from the plan have been anticipated or actually occurred
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 39
Change Control
All requested change must be
documented and controlled
Ensure Steering Board involvement
in change control process and
approvals
Avoid lsquodeath by a thousand cutsrsquo
and lsquothe scope creeprsquo
Avoid lsquogold platingrsquo
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 40
Controlling your Baseline
Remember to
1 lsquoRebaselinersquo your project when changes are approved
2 Clearly communicate the baseline
Baseline
wwwfalcontrainingcom 41
Discussion
1 Think of projects in your organisation and how
change control has been managed
2 Share some of the good the bad and the uglyhellip
Talk
Letrsquos
wwwfalcontrainingcom 42
Sa
mp
le C
ha
ng
e
Co
ntr
ol T
em
pla
te
Project Name
Prepared by
Date
Person(s) Requesting Change
Change Number
Type of Change Requested
Project Scope Change
Project Budget Change Project Schedule Change
Project ProcurementContract Change Other (specify)
Detailed Description of Change
Reason for Change Requested
Effect on Project Cost
Projected Cost Overrun of approximately
Estimated Cost Reduction of approximately
Effect on Schedule
Planned Project Completion Date
New Project Completion Date
Additional Remarks
Approval Project Manager Date
Approval (Other) Date
43
Closing a Project
All projects must be closed
Gather and document lessons learnt for future projects
Get signoff from project sponsor andor client
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 44
Key Elements of Closure
Plan how your project is going to be closed ()
Contractual Closure
Financial Closure
Lessons Learned
Post Project Review
Benefits Realisation
Project Team Release
wwwfalcontrainingcom 45
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
The Project Life Cycle
Process Groups Interact in a Project
Level of
Effort
TimeStart Finish
Initiating
Process
Group
Planning
Process
Group
Executing
Process
Group
Monitoring amp
Controlling
Process Group
Closing
Process
Group
wwwfalcontrainingcom 46
3 ProgramPortfoliosProject Management (P3) and the PMO
47wwwfalcontrainingcomItrsquos good to know
Projects vs Programs vs Portfolios
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
Next Year
Project 1
Project 2
Project 3
Project 4
Project 5
Program 1
Portfolio 1
wwwfalcontrainingcom 48
Skills Required for
Successful Project
Management
Skills Required for Successful Project Management
Organises resources for the project
Provides direction coordination and integration to the
project team
Responsible for performance and success of the project
Must use the right people at the right time to address the right
issues and make the right decisions
Excellent communication people leadership and stakeholder
management skills
wwwfalcontrainingcom 50
Other roleshellip
Project Steering Board
Project Sponsor
Project Owner
Project Manager
Project Coordinator
Project Administrator
Program Managerhellip
wwwfalcontrainingcom 51
The Role of a Program Manager
wwwfalcontrainingcom 52
Governance
Financial
Management
Infrastructure
Sponsorship
Planning
Resource
Management
Reporting
The Role of a Program Manager
Governance
bullProviding governance
wisdom and guidance
to Project Managers
bullAsking hard questions
but not interfering with
management
Financial Management
bull Implementation of
specific fiscal practices
and controls for
multiple projects
bullReallocation of project
budgets based on
need and availability
Infrastructure
bullThe PMO technology
and other factors in the
work environment
supporting the program
effort
wwwfalcontrainingcom 53
The Role of a Program Manager
Sponsorship
bullProviding accountability
for the project
bullProvide financial
resources
bullAssist project manager
by clearing road blocks
and obtaining resources
for the project
bullAll while not managing
the project
Planning
bullActivities that take place
at multiple levels with
different goals
bullResolving resource
conflicts
Resource Management
bullEnsuring that projects
competing for the same
resources are
adequately provided for
Reporting
bullProviding a holistic view
of the performance of all
projects within the
program and reporting
back to the portfolio
managers
wwwfalcontrainingcom 54
The PMO
55wwwfalcontrainingcomItrsquos good to know
The Project Management Office
Policies
Training
ResourcesProcesses
Standards
PMO
wwwfalcontrainingcom 56
The Project Management Office (PMO)
ldquoAn organisational body or entity assigned various
responsibilities related to the centralised and coordinated
management of those projects under its domainrdquo
ldquoThe responsibilities of a PMO can range from providing
project management support functions to actually being
responsible for the direct management of a projectrdquo
(PMBOKreg 4th ed)
The centre of
project excellence
in your organisation
PMOrsquos function will depend on organisations needs and Project Management maturity
wwwfalcontrainingcom 57
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Knowledge Areas
Integration
Scope
Time
Cost
QualityHuman
Resource
Communications
Risk
Procurement
Stakeholder
The
PM
BO
Kreg
Gu
ide
wwwfalcontrainingcom 19
wwwfalcontrainingcom 20
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
wwwfalcontrainingcom 21
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
OPM3 is a registered mark of the Project Management Institute Inc wwwfalcontrainingcom 22
2 The Project Lifecycle
23wwwfalcontrainingcomItrsquos good to know
5 Phases of a Project
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 24
Initiating a project
Choosing a project
1 Chose projects that align with your organisational
strategy
2 Chose projects that meet your financial criteria
3 Choose projects that meet your non-financial criteria
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 25
Project Selection
wwwfalcontrainingcom 26
Discussionhellip
What sort of project evaluation process does your
organisation have
Talk
Letrsquos
wwwfalcontrainingcom 27
Project Charter (like the birth certificate of a project)
Project Roles amp Responsibilities (Project Manager owner sponsor etc)
Reason for the project
High level statement of work to be undertaken
Known milestones constraints and assumptions
28
Pro
ject
Ch
art
er
Tem
pla
te
Project Name
Prepared by
Date
Initiation Includes the name of the project and the designated project manager
Synopsis Briefly summarize the salient aspects of the project by answering the questions Why (purpose) What (product descriptio n scope) When (time) and How much (resources)
PurposeBusiness Need Identify the customers who are to receive and benefit from the product developed by the project and the need the product is intended to meet (either as a problem to solve or as an opportunity to exploit)
Product Description and Deliverables
Identify what product is to be delivered at the end of the project and at any interim delivery points Describe the product sufficiently to enable the project team to create it and for agreement to be reached at product delivery time that the product has been corr ectly produced
Project Management Briefly indicate general approach and any relevant PMI or other standards to be used
Assumptions Constraints Risks Briefly identify salient assumptions constraints and known risks if any which can be anticipated to have a major impact o n the process andor outcome of the project and which require decisions or actions by the project sponsor or team
Resources Indicate required andor available resources to be used on the project As appropriate indicate financial personnel and ma terial resources (such as facilities equipment supplies and services)
Approach Indicate the way in which the project will produce the product
Communication and Reporting Identify communication required between the project sponsor and the project team
Acceptance Indicate the method and criteria for the project sponsor to accept the specified project deliverables as complete and adequate
Change Management Indicate the procedures to be used for making and documenting changes to the charter
Other Identify and explain any other matters that are important for the initiation and conduct of the project Focus on charter issues of importance between the project sponsor and the project manager This section is not for describing the project plan
Approval (optional) Project Manager Sponsor
29
wwwfalcontrainingcom 30
Project Planning
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 31
32
ldquoA common mistake people
make when trying to design
something fool proof is to
underestimate the ingenuity
of complete foolsrdquo
Douglas Adams author
The Hitchhikers Guide to the Galaxy
(1952-2001)
ldquoIn preparing for battle I
have always found that
plans are useless but
planning is indispensablerdquo
Dwight D Eisenhower (1890 - 1969)
33
ldquoIf I had eight hours to chop
down a tree Irsquod spend six
hours sharpening my axerdquo
Abraham Lincoln (1809 - 1865)
34
Why Plan
PROACTIVE is better than REACTIVE
Avoids waste
Helps to mitigate the effects of failure
Defines your goal and how you intend to get there
Develop measurement metrics ndash budgets time quality
Helps to identify risks early on ie resource conflicts
Produce project estimates ie cost and time estimates
wwwfalcontrainingcom 35
The Planning Approach
Encourage involvement from all
appropriate stakeholders when
planning the project
Make sure plan is detailed
enough to be successful yet
flexible enough to respond to
change
Get sign off on your plan from
higher-level and customer (gives
legitimacy and creates buy in)
Project
planning
is
an
iterative
process
Planning Tips
wwwfalcontrainingcom 36
The Project Management Plan
Outlines best way to manage all areas of the project
Can be one single document or several documents in
different formats
It is NOT a Gantt chart
Is a living and breathing document ndash ie will change as
the project develops
wwwfalcontrainingcom 37
Discussion - The Value of Planning
1 Why do you think it is important to plan
2 How much planning do you think you should do
3 Do things usually go according to plan
Talk
Letrsquos4 Whatrsquos the cost of
planning as of
Project cost
wwwfalcontrainingcom 38
Applying your project plan
Planning is only useful if you use it during project execution
Plan provides the basis for
project execution
monitoring amp control and
closure activities
Assume the project wonrsquot go according to planhellip
But having a plan tells you when this is happening and how to manage
Change control and corrective action can take place once variances from the plan have been anticipated or actually occurred
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 39
Change Control
All requested change must be
documented and controlled
Ensure Steering Board involvement
in change control process and
approvals
Avoid lsquodeath by a thousand cutsrsquo
and lsquothe scope creeprsquo
Avoid lsquogold platingrsquo
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 40
Controlling your Baseline
Remember to
1 lsquoRebaselinersquo your project when changes are approved
2 Clearly communicate the baseline
Baseline
wwwfalcontrainingcom 41
Discussion
1 Think of projects in your organisation and how
change control has been managed
2 Share some of the good the bad and the uglyhellip
Talk
Letrsquos
wwwfalcontrainingcom 42
Sa
mp
le C
ha
ng
e
Co
ntr
ol T
em
pla
te
Project Name
Prepared by
Date
Person(s) Requesting Change
Change Number
Type of Change Requested
Project Scope Change
Project Budget Change Project Schedule Change
Project ProcurementContract Change Other (specify)
Detailed Description of Change
Reason for Change Requested
Effect on Project Cost
Projected Cost Overrun of approximately
Estimated Cost Reduction of approximately
Effect on Schedule
Planned Project Completion Date
New Project Completion Date
Additional Remarks
Approval Project Manager Date
Approval (Other) Date
43
Closing a Project
All projects must be closed
Gather and document lessons learnt for future projects
Get signoff from project sponsor andor client
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 44
Key Elements of Closure
Plan how your project is going to be closed ()
Contractual Closure
Financial Closure
Lessons Learned
Post Project Review
Benefits Realisation
Project Team Release
wwwfalcontrainingcom 45
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
The Project Life Cycle
Process Groups Interact in a Project
Level of
Effort
TimeStart Finish
Initiating
Process
Group
Planning
Process
Group
Executing
Process
Group
Monitoring amp
Controlling
Process Group
Closing
Process
Group
wwwfalcontrainingcom 46
3 ProgramPortfoliosProject Management (P3) and the PMO
47wwwfalcontrainingcomItrsquos good to know
Projects vs Programs vs Portfolios
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
Next Year
Project 1
Project 2
Project 3
Project 4
Project 5
Program 1
Portfolio 1
wwwfalcontrainingcom 48
Skills Required for
Successful Project
Management
Skills Required for Successful Project Management
Organises resources for the project
Provides direction coordination and integration to the
project team
Responsible for performance and success of the project
Must use the right people at the right time to address the right
issues and make the right decisions
Excellent communication people leadership and stakeholder
management skills
wwwfalcontrainingcom 50
Other roleshellip
Project Steering Board
Project Sponsor
Project Owner
Project Manager
Project Coordinator
Project Administrator
Program Managerhellip
wwwfalcontrainingcom 51
The Role of a Program Manager
wwwfalcontrainingcom 52
Governance
Financial
Management
Infrastructure
Sponsorship
Planning
Resource
Management
Reporting
The Role of a Program Manager
Governance
bullProviding governance
wisdom and guidance
to Project Managers
bullAsking hard questions
but not interfering with
management
Financial Management
bull Implementation of
specific fiscal practices
and controls for
multiple projects
bullReallocation of project
budgets based on
need and availability
Infrastructure
bullThe PMO technology
and other factors in the
work environment
supporting the program
effort
wwwfalcontrainingcom 53
The Role of a Program Manager
Sponsorship
bullProviding accountability
for the project
bullProvide financial
resources
bullAssist project manager
by clearing road blocks
and obtaining resources
for the project
bullAll while not managing
the project
Planning
bullActivities that take place
at multiple levels with
different goals
bullResolving resource
conflicts
Resource Management
bullEnsuring that projects
competing for the same
resources are
adequately provided for
Reporting
bullProviding a holistic view
of the performance of all
projects within the
program and reporting
back to the portfolio
managers
wwwfalcontrainingcom 54
The PMO
55wwwfalcontrainingcomItrsquos good to know
The Project Management Office
Policies
Training
ResourcesProcesses
Standards
PMO
wwwfalcontrainingcom 56
The Project Management Office (PMO)
ldquoAn organisational body or entity assigned various
responsibilities related to the centralised and coordinated
management of those projects under its domainrdquo
ldquoThe responsibilities of a PMO can range from providing
project management support functions to actually being
responsible for the direct management of a projectrdquo
(PMBOKreg 4th ed)
The centre of
project excellence
in your organisation
PMOrsquos function will depend on organisations needs and Project Management maturity
wwwfalcontrainingcom 57
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 20
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and controlling Closing
Integration Developing Project Charter
Develop Project Management Plan Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close project or phase
Scope Plan Scope Management Collect Responses Define Scope Create WBS
Validate amp Control scope
Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule
Control Schedule
Cost Plan Cost Management Estimate Costs Determine Budget
Control Costs
Quality Plan Quality Management Perform Quality Assurance
Control Quality
Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team
Communications Plan Communications Management Manage Communications
Control Communication
Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses
Control Risks
Procurement Plan Procurement Management Carry out Procurements
Control Procurement Close Procurements
Stakeholders Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Monitor amp Control Stakeholder Engagement
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
wwwfalcontrainingcom 21
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
OPM3 is a registered mark of the Project Management Institute Inc wwwfalcontrainingcom 22
2 The Project Lifecycle
23wwwfalcontrainingcomItrsquos good to know
5 Phases of a Project
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 24
Initiating a project
Choosing a project
1 Chose projects that align with your organisational
strategy
2 Chose projects that meet your financial criteria
3 Choose projects that meet your non-financial criteria
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 25
Project Selection
wwwfalcontrainingcom 26
Discussionhellip
What sort of project evaluation process does your
organisation have
Talk
Letrsquos
wwwfalcontrainingcom 27
Project Charter (like the birth certificate of a project)
Project Roles amp Responsibilities (Project Manager owner sponsor etc)
Reason for the project
High level statement of work to be undertaken
Known milestones constraints and assumptions
28
Pro
ject
Ch
art
er
Tem
pla
te
Project Name
Prepared by
Date
Initiation Includes the name of the project and the designated project manager
Synopsis Briefly summarize the salient aspects of the project by answering the questions Why (purpose) What (product descriptio n scope) When (time) and How much (resources)
PurposeBusiness Need Identify the customers who are to receive and benefit from the product developed by the project and the need the product is intended to meet (either as a problem to solve or as an opportunity to exploit)
Product Description and Deliverables
Identify what product is to be delivered at the end of the project and at any interim delivery points Describe the product sufficiently to enable the project team to create it and for agreement to be reached at product delivery time that the product has been corr ectly produced
Project Management Briefly indicate general approach and any relevant PMI or other standards to be used
Assumptions Constraints Risks Briefly identify salient assumptions constraints and known risks if any which can be anticipated to have a major impact o n the process andor outcome of the project and which require decisions or actions by the project sponsor or team
Resources Indicate required andor available resources to be used on the project As appropriate indicate financial personnel and ma terial resources (such as facilities equipment supplies and services)
Approach Indicate the way in which the project will produce the product
Communication and Reporting Identify communication required between the project sponsor and the project team
Acceptance Indicate the method and criteria for the project sponsor to accept the specified project deliverables as complete and adequate
Change Management Indicate the procedures to be used for making and documenting changes to the charter
Other Identify and explain any other matters that are important for the initiation and conduct of the project Focus on charter issues of importance between the project sponsor and the project manager This section is not for describing the project plan
Approval (optional) Project Manager Sponsor
29
wwwfalcontrainingcom 30
Project Planning
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 31
32
ldquoA common mistake people
make when trying to design
something fool proof is to
underestimate the ingenuity
of complete foolsrdquo
Douglas Adams author
The Hitchhikers Guide to the Galaxy
(1952-2001)
ldquoIn preparing for battle I
have always found that
plans are useless but
planning is indispensablerdquo
Dwight D Eisenhower (1890 - 1969)
33
ldquoIf I had eight hours to chop
down a tree Irsquod spend six
hours sharpening my axerdquo
Abraham Lincoln (1809 - 1865)
34
Why Plan
PROACTIVE is better than REACTIVE
Avoids waste
Helps to mitigate the effects of failure
Defines your goal and how you intend to get there
Develop measurement metrics ndash budgets time quality
Helps to identify risks early on ie resource conflicts
Produce project estimates ie cost and time estimates
wwwfalcontrainingcom 35
The Planning Approach
Encourage involvement from all
appropriate stakeholders when
planning the project
Make sure plan is detailed
enough to be successful yet
flexible enough to respond to
change
Get sign off on your plan from
higher-level and customer (gives
legitimacy and creates buy in)
Project
planning
is
an
iterative
process
Planning Tips
wwwfalcontrainingcom 36
The Project Management Plan
Outlines best way to manage all areas of the project
Can be one single document or several documents in
different formats
It is NOT a Gantt chart
Is a living and breathing document ndash ie will change as
the project develops
wwwfalcontrainingcom 37
Discussion - The Value of Planning
1 Why do you think it is important to plan
2 How much planning do you think you should do
3 Do things usually go according to plan
Talk
Letrsquos4 Whatrsquos the cost of
planning as of
Project cost
wwwfalcontrainingcom 38
Applying your project plan
Planning is only useful if you use it during project execution
Plan provides the basis for
project execution
monitoring amp control and
closure activities
Assume the project wonrsquot go according to planhellip
But having a plan tells you when this is happening and how to manage
Change control and corrective action can take place once variances from the plan have been anticipated or actually occurred
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 39
Change Control
All requested change must be
documented and controlled
Ensure Steering Board involvement
in change control process and
approvals
Avoid lsquodeath by a thousand cutsrsquo
and lsquothe scope creeprsquo
Avoid lsquogold platingrsquo
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 40
Controlling your Baseline
Remember to
1 lsquoRebaselinersquo your project when changes are approved
2 Clearly communicate the baseline
Baseline
wwwfalcontrainingcom 41
Discussion
1 Think of projects in your organisation and how
change control has been managed
2 Share some of the good the bad and the uglyhellip
Talk
Letrsquos
wwwfalcontrainingcom 42
Sa
mp
le C
ha
ng
e
Co
ntr
ol T
em
pla
te
Project Name
Prepared by
Date
Person(s) Requesting Change
Change Number
Type of Change Requested
Project Scope Change
Project Budget Change Project Schedule Change
Project ProcurementContract Change Other (specify)
Detailed Description of Change
Reason for Change Requested
Effect on Project Cost
Projected Cost Overrun of approximately
Estimated Cost Reduction of approximately
Effect on Schedule
Planned Project Completion Date
New Project Completion Date
Additional Remarks
Approval Project Manager Date
Approval (Other) Date
43
Closing a Project
All projects must be closed
Gather and document lessons learnt for future projects
Get signoff from project sponsor andor client
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 44
Key Elements of Closure
Plan how your project is going to be closed ()
Contractual Closure
Financial Closure
Lessons Learned
Post Project Review
Benefits Realisation
Project Team Release
wwwfalcontrainingcom 45
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
The Project Life Cycle
Process Groups Interact in a Project
Level of
Effort
TimeStart Finish
Initiating
Process
Group
Planning
Process
Group
Executing
Process
Group
Monitoring amp
Controlling
Process Group
Closing
Process
Group
wwwfalcontrainingcom 46
3 ProgramPortfoliosProject Management (P3) and the PMO
47wwwfalcontrainingcomItrsquos good to know
Projects vs Programs vs Portfolios
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
Next Year
Project 1
Project 2
Project 3
Project 4
Project 5
Program 1
Portfolio 1
wwwfalcontrainingcom 48
Skills Required for
Successful Project
Management
Skills Required for Successful Project Management
Organises resources for the project
Provides direction coordination and integration to the
project team
Responsible for performance and success of the project
Must use the right people at the right time to address the right
issues and make the right decisions
Excellent communication people leadership and stakeholder
management skills
wwwfalcontrainingcom 50
Other roleshellip
Project Steering Board
Project Sponsor
Project Owner
Project Manager
Project Coordinator
Project Administrator
Program Managerhellip
wwwfalcontrainingcom 51
The Role of a Program Manager
wwwfalcontrainingcom 52
Governance
Financial
Management
Infrastructure
Sponsorship
Planning
Resource
Management
Reporting
The Role of a Program Manager
Governance
bullProviding governance
wisdom and guidance
to Project Managers
bullAsking hard questions
but not interfering with
management
Financial Management
bull Implementation of
specific fiscal practices
and controls for
multiple projects
bullReallocation of project
budgets based on
need and availability
Infrastructure
bullThe PMO technology
and other factors in the
work environment
supporting the program
effort
wwwfalcontrainingcom 53
The Role of a Program Manager
Sponsorship
bullProviding accountability
for the project
bullProvide financial
resources
bullAssist project manager
by clearing road blocks
and obtaining resources
for the project
bullAll while not managing
the project
Planning
bullActivities that take place
at multiple levels with
different goals
bullResolving resource
conflicts
Resource Management
bullEnsuring that projects
competing for the same
resources are
adequately provided for
Reporting
bullProviding a holistic view
of the performance of all
projects within the
program and reporting
back to the portfolio
managers
wwwfalcontrainingcom 54
The PMO
55wwwfalcontrainingcomItrsquos good to know
The Project Management Office
Policies
Training
ResourcesProcesses
Standards
PMO
wwwfalcontrainingcom 56
The Project Management Office (PMO)
ldquoAn organisational body or entity assigned various
responsibilities related to the centralised and coordinated
management of those projects under its domainrdquo
ldquoThe responsibilities of a PMO can range from providing
project management support functions to actually being
responsible for the direct management of a projectrdquo
(PMBOKreg 4th ed)
The centre of
project excellence
in your organisation
PMOrsquos function will depend on organisations needs and Project Management maturity
wwwfalcontrainingcom 57
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
The PMI Credentials
Project Management Professional (PMP)reg
Certified Associate in Project
Management (CAPM)reg
Program Management Professional
(PgMP)reg
Portfolio Management Professional
(PfMP)reg
PMI Agile Certified Practitioner
(PMI-ACP)reg
PMI Professional in Business Analysis
(PMI-PBA)reg
PMI Risk Management Professional
(PMI-RMP)reg
PMI Scheduling Professional (PMI-SMP)reg
PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc
wwwfalcontrainingcom 21
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
OPM3 is a registered mark of the Project Management Institute Inc wwwfalcontrainingcom 22
2 The Project Lifecycle
23wwwfalcontrainingcomItrsquos good to know
5 Phases of a Project
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 24
Initiating a project
Choosing a project
1 Chose projects that align with your organisational
strategy
2 Chose projects that meet your financial criteria
3 Choose projects that meet your non-financial criteria
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 25
Project Selection
wwwfalcontrainingcom 26
Discussionhellip
What sort of project evaluation process does your
organisation have
Talk
Letrsquos
wwwfalcontrainingcom 27
Project Charter (like the birth certificate of a project)
Project Roles amp Responsibilities (Project Manager owner sponsor etc)
Reason for the project
High level statement of work to be undertaken
Known milestones constraints and assumptions
28
Pro
ject
Ch
art
er
Tem
pla
te
Project Name
Prepared by
Date
Initiation Includes the name of the project and the designated project manager
Synopsis Briefly summarize the salient aspects of the project by answering the questions Why (purpose) What (product descriptio n scope) When (time) and How much (resources)
PurposeBusiness Need Identify the customers who are to receive and benefit from the product developed by the project and the need the product is intended to meet (either as a problem to solve or as an opportunity to exploit)
Product Description and Deliverables
Identify what product is to be delivered at the end of the project and at any interim delivery points Describe the product sufficiently to enable the project team to create it and for agreement to be reached at product delivery time that the product has been corr ectly produced
Project Management Briefly indicate general approach and any relevant PMI or other standards to be used
Assumptions Constraints Risks Briefly identify salient assumptions constraints and known risks if any which can be anticipated to have a major impact o n the process andor outcome of the project and which require decisions or actions by the project sponsor or team
Resources Indicate required andor available resources to be used on the project As appropriate indicate financial personnel and ma terial resources (such as facilities equipment supplies and services)
Approach Indicate the way in which the project will produce the product
Communication and Reporting Identify communication required between the project sponsor and the project team
Acceptance Indicate the method and criteria for the project sponsor to accept the specified project deliverables as complete and adequate
Change Management Indicate the procedures to be used for making and documenting changes to the charter
Other Identify and explain any other matters that are important for the initiation and conduct of the project Focus on charter issues of importance between the project sponsor and the project manager This section is not for describing the project plan
Approval (optional) Project Manager Sponsor
29
wwwfalcontrainingcom 30
Project Planning
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 31
32
ldquoA common mistake people
make when trying to design
something fool proof is to
underestimate the ingenuity
of complete foolsrdquo
Douglas Adams author
The Hitchhikers Guide to the Galaxy
(1952-2001)
ldquoIn preparing for battle I
have always found that
plans are useless but
planning is indispensablerdquo
Dwight D Eisenhower (1890 - 1969)
33
ldquoIf I had eight hours to chop
down a tree Irsquod spend six
hours sharpening my axerdquo
Abraham Lincoln (1809 - 1865)
34
Why Plan
PROACTIVE is better than REACTIVE
Avoids waste
Helps to mitigate the effects of failure
Defines your goal and how you intend to get there
Develop measurement metrics ndash budgets time quality
Helps to identify risks early on ie resource conflicts
Produce project estimates ie cost and time estimates
wwwfalcontrainingcom 35
The Planning Approach
Encourage involvement from all
appropriate stakeholders when
planning the project
Make sure plan is detailed
enough to be successful yet
flexible enough to respond to
change
Get sign off on your plan from
higher-level and customer (gives
legitimacy and creates buy in)
Project
planning
is
an
iterative
process
Planning Tips
wwwfalcontrainingcom 36
The Project Management Plan
Outlines best way to manage all areas of the project
Can be one single document or several documents in
different formats
It is NOT a Gantt chart
Is a living and breathing document ndash ie will change as
the project develops
wwwfalcontrainingcom 37
Discussion - The Value of Planning
1 Why do you think it is important to plan
2 How much planning do you think you should do
3 Do things usually go according to plan
Talk
Letrsquos4 Whatrsquos the cost of
planning as of
Project cost
wwwfalcontrainingcom 38
Applying your project plan
Planning is only useful if you use it during project execution
Plan provides the basis for
project execution
monitoring amp control and
closure activities
Assume the project wonrsquot go according to planhellip
But having a plan tells you when this is happening and how to manage
Change control and corrective action can take place once variances from the plan have been anticipated or actually occurred
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 39
Change Control
All requested change must be
documented and controlled
Ensure Steering Board involvement
in change control process and
approvals
Avoid lsquodeath by a thousand cutsrsquo
and lsquothe scope creeprsquo
Avoid lsquogold platingrsquo
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 40
Controlling your Baseline
Remember to
1 lsquoRebaselinersquo your project when changes are approved
2 Clearly communicate the baseline
Baseline
wwwfalcontrainingcom 41
Discussion
1 Think of projects in your organisation and how
change control has been managed
2 Share some of the good the bad and the uglyhellip
Talk
Letrsquos
wwwfalcontrainingcom 42
Sa
mp
le C
ha
ng
e
Co
ntr
ol T
em
pla
te
Project Name
Prepared by
Date
Person(s) Requesting Change
Change Number
Type of Change Requested
Project Scope Change
Project Budget Change Project Schedule Change
Project ProcurementContract Change Other (specify)
Detailed Description of Change
Reason for Change Requested
Effect on Project Cost
Projected Cost Overrun of approximately
Estimated Cost Reduction of approximately
Effect on Schedule
Planned Project Completion Date
New Project Completion Date
Additional Remarks
Approval Project Manager Date
Approval (Other) Date
43
Closing a Project
All projects must be closed
Gather and document lessons learnt for future projects
Get signoff from project sponsor andor client
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 44
Key Elements of Closure
Plan how your project is going to be closed ()
Contractual Closure
Financial Closure
Lessons Learned
Post Project Review
Benefits Realisation
Project Team Release
wwwfalcontrainingcom 45
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
The Project Life Cycle
Process Groups Interact in a Project
Level of
Effort
TimeStart Finish
Initiating
Process
Group
Planning
Process
Group
Executing
Process
Group
Monitoring amp
Controlling
Process Group
Closing
Process
Group
wwwfalcontrainingcom 46
3 ProgramPortfoliosProject Management (P3) and the PMO
47wwwfalcontrainingcomItrsquos good to know
Projects vs Programs vs Portfolios
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
Next Year
Project 1
Project 2
Project 3
Project 4
Project 5
Program 1
Portfolio 1
wwwfalcontrainingcom 48
Skills Required for
Successful Project
Management
Skills Required for Successful Project Management
Organises resources for the project
Provides direction coordination and integration to the
project team
Responsible for performance and success of the project
Must use the right people at the right time to address the right
issues and make the right decisions
Excellent communication people leadership and stakeholder
management skills
wwwfalcontrainingcom 50
Other roleshellip
Project Steering Board
Project Sponsor
Project Owner
Project Manager
Project Coordinator
Project Administrator
Program Managerhellip
wwwfalcontrainingcom 51
The Role of a Program Manager
wwwfalcontrainingcom 52
Governance
Financial
Management
Infrastructure
Sponsorship
Planning
Resource
Management
Reporting
The Role of a Program Manager
Governance
bullProviding governance
wisdom and guidance
to Project Managers
bullAsking hard questions
but not interfering with
management
Financial Management
bull Implementation of
specific fiscal practices
and controls for
multiple projects
bullReallocation of project
budgets based on
need and availability
Infrastructure
bullThe PMO technology
and other factors in the
work environment
supporting the program
effort
wwwfalcontrainingcom 53
The Role of a Program Manager
Sponsorship
bullProviding accountability
for the project
bullProvide financial
resources
bullAssist project manager
by clearing road blocks
and obtaining resources
for the project
bullAll while not managing
the project
Planning
bullActivities that take place
at multiple levels with
different goals
bullResolving resource
conflicts
Resource Management
bullEnsuring that projects
competing for the same
resources are
adequately provided for
Reporting
bullProviding a holistic view
of the performance of all
projects within the
program and reporting
back to the portfolio
managers
wwwfalcontrainingcom 54
The PMO
55wwwfalcontrainingcomItrsquos good to know
The Project Management Office
Policies
Training
ResourcesProcesses
Standards
PMO
wwwfalcontrainingcom 56
The Project Management Office (PMO)
ldquoAn organisational body or entity assigned various
responsibilities related to the centralised and coordinated
management of those projects under its domainrdquo
ldquoThe responsibilities of a PMO can range from providing
project management support functions to actually being
responsible for the direct management of a projectrdquo
(PMBOKreg 4th ed)
The centre of
project excellence
in your organisation
PMOrsquos function will depend on organisations needs and Project Management maturity
wwwfalcontrainingcom 57
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Other PMI standards
Organizational Project Management Maturity Model (OPM3reg)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures
Practice Standard for Scheduling
The Standard for Program Management
OPM3 is a registered mark of the Project Management Institute Inc wwwfalcontrainingcom 22
2 The Project Lifecycle
23wwwfalcontrainingcomItrsquos good to know
5 Phases of a Project
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 24
Initiating a project
Choosing a project
1 Chose projects that align with your organisational
strategy
2 Chose projects that meet your financial criteria
3 Choose projects that meet your non-financial criteria
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 25
Project Selection
wwwfalcontrainingcom 26
Discussionhellip
What sort of project evaluation process does your
organisation have
Talk
Letrsquos
wwwfalcontrainingcom 27
Project Charter (like the birth certificate of a project)
Project Roles amp Responsibilities (Project Manager owner sponsor etc)
Reason for the project
High level statement of work to be undertaken
Known milestones constraints and assumptions
28
Pro
ject
Ch
art
er
Tem
pla
te
Project Name
Prepared by
Date
Initiation Includes the name of the project and the designated project manager
Synopsis Briefly summarize the salient aspects of the project by answering the questions Why (purpose) What (product descriptio n scope) When (time) and How much (resources)
PurposeBusiness Need Identify the customers who are to receive and benefit from the product developed by the project and the need the product is intended to meet (either as a problem to solve or as an opportunity to exploit)
Product Description and Deliverables
Identify what product is to be delivered at the end of the project and at any interim delivery points Describe the product sufficiently to enable the project team to create it and for agreement to be reached at product delivery time that the product has been corr ectly produced
Project Management Briefly indicate general approach and any relevant PMI or other standards to be used
Assumptions Constraints Risks Briefly identify salient assumptions constraints and known risks if any which can be anticipated to have a major impact o n the process andor outcome of the project and which require decisions or actions by the project sponsor or team
Resources Indicate required andor available resources to be used on the project As appropriate indicate financial personnel and ma terial resources (such as facilities equipment supplies and services)
Approach Indicate the way in which the project will produce the product
Communication and Reporting Identify communication required between the project sponsor and the project team
Acceptance Indicate the method and criteria for the project sponsor to accept the specified project deliverables as complete and adequate
Change Management Indicate the procedures to be used for making and documenting changes to the charter
Other Identify and explain any other matters that are important for the initiation and conduct of the project Focus on charter issues of importance between the project sponsor and the project manager This section is not for describing the project plan
Approval (optional) Project Manager Sponsor
29
wwwfalcontrainingcom 30
Project Planning
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 31
32
ldquoA common mistake people
make when trying to design
something fool proof is to
underestimate the ingenuity
of complete foolsrdquo
Douglas Adams author
The Hitchhikers Guide to the Galaxy
(1952-2001)
ldquoIn preparing for battle I
have always found that
plans are useless but
planning is indispensablerdquo
Dwight D Eisenhower (1890 - 1969)
33
ldquoIf I had eight hours to chop
down a tree Irsquod spend six
hours sharpening my axerdquo
Abraham Lincoln (1809 - 1865)
34
Why Plan
PROACTIVE is better than REACTIVE
Avoids waste
Helps to mitigate the effects of failure
Defines your goal and how you intend to get there
Develop measurement metrics ndash budgets time quality
Helps to identify risks early on ie resource conflicts
Produce project estimates ie cost and time estimates
wwwfalcontrainingcom 35
The Planning Approach
Encourage involvement from all
appropriate stakeholders when
planning the project
Make sure plan is detailed
enough to be successful yet
flexible enough to respond to
change
Get sign off on your plan from
higher-level and customer (gives
legitimacy and creates buy in)
Project
planning
is
an
iterative
process
Planning Tips
wwwfalcontrainingcom 36
The Project Management Plan
Outlines best way to manage all areas of the project
Can be one single document or several documents in
different formats
It is NOT a Gantt chart
Is a living and breathing document ndash ie will change as
the project develops
wwwfalcontrainingcom 37
Discussion - The Value of Planning
1 Why do you think it is important to plan
2 How much planning do you think you should do
3 Do things usually go according to plan
Talk
Letrsquos4 Whatrsquos the cost of
planning as of
Project cost
wwwfalcontrainingcom 38
Applying your project plan
Planning is only useful if you use it during project execution
Plan provides the basis for
project execution
monitoring amp control and
closure activities
Assume the project wonrsquot go according to planhellip
But having a plan tells you when this is happening and how to manage
Change control and corrective action can take place once variances from the plan have been anticipated or actually occurred
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 39
Change Control
All requested change must be
documented and controlled
Ensure Steering Board involvement
in change control process and
approvals
Avoid lsquodeath by a thousand cutsrsquo
and lsquothe scope creeprsquo
Avoid lsquogold platingrsquo
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 40
Controlling your Baseline
Remember to
1 lsquoRebaselinersquo your project when changes are approved
2 Clearly communicate the baseline
Baseline
wwwfalcontrainingcom 41
Discussion
1 Think of projects in your organisation and how
change control has been managed
2 Share some of the good the bad and the uglyhellip
Talk
Letrsquos
wwwfalcontrainingcom 42
Sa
mp
le C
ha
ng
e
Co
ntr
ol T
em
pla
te
Project Name
Prepared by
Date
Person(s) Requesting Change
Change Number
Type of Change Requested
Project Scope Change
Project Budget Change Project Schedule Change
Project ProcurementContract Change Other (specify)
Detailed Description of Change
Reason for Change Requested
Effect on Project Cost
Projected Cost Overrun of approximately
Estimated Cost Reduction of approximately
Effect on Schedule
Planned Project Completion Date
New Project Completion Date
Additional Remarks
Approval Project Manager Date
Approval (Other) Date
43
Closing a Project
All projects must be closed
Gather and document lessons learnt for future projects
Get signoff from project sponsor andor client
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 44
Key Elements of Closure
Plan how your project is going to be closed ()
Contractual Closure
Financial Closure
Lessons Learned
Post Project Review
Benefits Realisation
Project Team Release
wwwfalcontrainingcom 45
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
The Project Life Cycle
Process Groups Interact in a Project
Level of
Effort
TimeStart Finish
Initiating
Process
Group
Planning
Process
Group
Executing
Process
Group
Monitoring amp
Controlling
Process Group
Closing
Process
Group
wwwfalcontrainingcom 46
3 ProgramPortfoliosProject Management (P3) and the PMO
47wwwfalcontrainingcomItrsquos good to know
Projects vs Programs vs Portfolios
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
Next Year
Project 1
Project 2
Project 3
Project 4
Project 5
Program 1
Portfolio 1
wwwfalcontrainingcom 48
Skills Required for
Successful Project
Management
Skills Required for Successful Project Management
Organises resources for the project
Provides direction coordination and integration to the
project team
Responsible for performance and success of the project
Must use the right people at the right time to address the right
issues and make the right decisions
Excellent communication people leadership and stakeholder
management skills
wwwfalcontrainingcom 50
Other roleshellip
Project Steering Board
Project Sponsor
Project Owner
Project Manager
Project Coordinator
Project Administrator
Program Managerhellip
wwwfalcontrainingcom 51
The Role of a Program Manager
wwwfalcontrainingcom 52
Governance
Financial
Management
Infrastructure
Sponsorship
Planning
Resource
Management
Reporting
The Role of a Program Manager
Governance
bullProviding governance
wisdom and guidance
to Project Managers
bullAsking hard questions
but not interfering with
management
Financial Management
bull Implementation of
specific fiscal practices
and controls for
multiple projects
bullReallocation of project
budgets based on
need and availability
Infrastructure
bullThe PMO technology
and other factors in the
work environment
supporting the program
effort
wwwfalcontrainingcom 53
The Role of a Program Manager
Sponsorship
bullProviding accountability
for the project
bullProvide financial
resources
bullAssist project manager
by clearing road blocks
and obtaining resources
for the project
bullAll while not managing
the project
Planning
bullActivities that take place
at multiple levels with
different goals
bullResolving resource
conflicts
Resource Management
bullEnsuring that projects
competing for the same
resources are
adequately provided for
Reporting
bullProviding a holistic view
of the performance of all
projects within the
program and reporting
back to the portfolio
managers
wwwfalcontrainingcom 54
The PMO
55wwwfalcontrainingcomItrsquos good to know
The Project Management Office
Policies
Training
ResourcesProcesses
Standards
PMO
wwwfalcontrainingcom 56
The Project Management Office (PMO)
ldquoAn organisational body or entity assigned various
responsibilities related to the centralised and coordinated
management of those projects under its domainrdquo
ldquoThe responsibilities of a PMO can range from providing
project management support functions to actually being
responsible for the direct management of a projectrdquo
(PMBOKreg 4th ed)
The centre of
project excellence
in your organisation
PMOrsquos function will depend on organisations needs and Project Management maturity
wwwfalcontrainingcom 57
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
2 The Project Lifecycle
23wwwfalcontrainingcomItrsquos good to know
5 Phases of a Project
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 24
Initiating a project
Choosing a project
1 Chose projects that align with your organisational
strategy
2 Chose projects that meet your financial criteria
3 Choose projects that meet your non-financial criteria
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 25
Project Selection
wwwfalcontrainingcom 26
Discussionhellip
What sort of project evaluation process does your
organisation have
Talk
Letrsquos
wwwfalcontrainingcom 27
Project Charter (like the birth certificate of a project)
Project Roles amp Responsibilities (Project Manager owner sponsor etc)
Reason for the project
High level statement of work to be undertaken
Known milestones constraints and assumptions
28
Pro
ject
Ch
art
er
Tem
pla
te
Project Name
Prepared by
Date
Initiation Includes the name of the project and the designated project manager
Synopsis Briefly summarize the salient aspects of the project by answering the questions Why (purpose) What (product descriptio n scope) When (time) and How much (resources)
PurposeBusiness Need Identify the customers who are to receive and benefit from the product developed by the project and the need the product is intended to meet (either as a problem to solve or as an opportunity to exploit)
Product Description and Deliverables
Identify what product is to be delivered at the end of the project and at any interim delivery points Describe the product sufficiently to enable the project team to create it and for agreement to be reached at product delivery time that the product has been corr ectly produced
Project Management Briefly indicate general approach and any relevant PMI or other standards to be used
Assumptions Constraints Risks Briefly identify salient assumptions constraints and known risks if any which can be anticipated to have a major impact o n the process andor outcome of the project and which require decisions or actions by the project sponsor or team
Resources Indicate required andor available resources to be used on the project As appropriate indicate financial personnel and ma terial resources (such as facilities equipment supplies and services)
Approach Indicate the way in which the project will produce the product
Communication and Reporting Identify communication required between the project sponsor and the project team
Acceptance Indicate the method and criteria for the project sponsor to accept the specified project deliverables as complete and adequate
Change Management Indicate the procedures to be used for making and documenting changes to the charter
Other Identify and explain any other matters that are important for the initiation and conduct of the project Focus on charter issues of importance between the project sponsor and the project manager This section is not for describing the project plan
Approval (optional) Project Manager Sponsor
29
wwwfalcontrainingcom 30
Project Planning
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 31
32
ldquoA common mistake people
make when trying to design
something fool proof is to
underestimate the ingenuity
of complete foolsrdquo
Douglas Adams author
The Hitchhikers Guide to the Galaxy
(1952-2001)
ldquoIn preparing for battle I
have always found that
plans are useless but
planning is indispensablerdquo
Dwight D Eisenhower (1890 - 1969)
33
ldquoIf I had eight hours to chop
down a tree Irsquod spend six
hours sharpening my axerdquo
Abraham Lincoln (1809 - 1865)
34
Why Plan
PROACTIVE is better than REACTIVE
Avoids waste
Helps to mitigate the effects of failure
Defines your goal and how you intend to get there
Develop measurement metrics ndash budgets time quality
Helps to identify risks early on ie resource conflicts
Produce project estimates ie cost and time estimates
wwwfalcontrainingcom 35
The Planning Approach
Encourage involvement from all
appropriate stakeholders when
planning the project
Make sure plan is detailed
enough to be successful yet
flexible enough to respond to
change
Get sign off on your plan from
higher-level and customer (gives
legitimacy and creates buy in)
Project
planning
is
an
iterative
process
Planning Tips
wwwfalcontrainingcom 36
The Project Management Plan
Outlines best way to manage all areas of the project
Can be one single document or several documents in
different formats
It is NOT a Gantt chart
Is a living and breathing document ndash ie will change as
the project develops
wwwfalcontrainingcom 37
Discussion - The Value of Planning
1 Why do you think it is important to plan
2 How much planning do you think you should do
3 Do things usually go according to plan
Talk
Letrsquos4 Whatrsquos the cost of
planning as of
Project cost
wwwfalcontrainingcom 38
Applying your project plan
Planning is only useful if you use it during project execution
Plan provides the basis for
project execution
monitoring amp control and
closure activities
Assume the project wonrsquot go according to planhellip
But having a plan tells you when this is happening and how to manage
Change control and corrective action can take place once variances from the plan have been anticipated or actually occurred
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 39
Change Control
All requested change must be
documented and controlled
Ensure Steering Board involvement
in change control process and
approvals
Avoid lsquodeath by a thousand cutsrsquo
and lsquothe scope creeprsquo
Avoid lsquogold platingrsquo
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 40
Controlling your Baseline
Remember to
1 lsquoRebaselinersquo your project when changes are approved
2 Clearly communicate the baseline
Baseline
wwwfalcontrainingcom 41
Discussion
1 Think of projects in your organisation and how
change control has been managed
2 Share some of the good the bad and the uglyhellip
Talk
Letrsquos
wwwfalcontrainingcom 42
Sa
mp
le C
ha
ng
e
Co
ntr
ol T
em
pla
te
Project Name
Prepared by
Date
Person(s) Requesting Change
Change Number
Type of Change Requested
Project Scope Change
Project Budget Change Project Schedule Change
Project ProcurementContract Change Other (specify)
Detailed Description of Change
Reason for Change Requested
Effect on Project Cost
Projected Cost Overrun of approximately
Estimated Cost Reduction of approximately
Effect on Schedule
Planned Project Completion Date
New Project Completion Date
Additional Remarks
Approval Project Manager Date
Approval (Other) Date
43
Closing a Project
All projects must be closed
Gather and document lessons learnt for future projects
Get signoff from project sponsor andor client
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 44
Key Elements of Closure
Plan how your project is going to be closed ()
Contractual Closure
Financial Closure
Lessons Learned
Post Project Review
Benefits Realisation
Project Team Release
wwwfalcontrainingcom 45
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
The Project Life Cycle
Process Groups Interact in a Project
Level of
Effort
TimeStart Finish
Initiating
Process
Group
Planning
Process
Group
Executing
Process
Group
Monitoring amp
Controlling
Process Group
Closing
Process
Group
wwwfalcontrainingcom 46
3 ProgramPortfoliosProject Management (P3) and the PMO
47wwwfalcontrainingcomItrsquos good to know
Projects vs Programs vs Portfolios
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
Next Year
Project 1
Project 2
Project 3
Project 4
Project 5
Program 1
Portfolio 1
wwwfalcontrainingcom 48
Skills Required for
Successful Project
Management
Skills Required for Successful Project Management
Organises resources for the project
Provides direction coordination and integration to the
project team
Responsible for performance and success of the project
Must use the right people at the right time to address the right
issues and make the right decisions
Excellent communication people leadership and stakeholder
management skills
wwwfalcontrainingcom 50
Other roleshellip
Project Steering Board
Project Sponsor
Project Owner
Project Manager
Project Coordinator
Project Administrator
Program Managerhellip
wwwfalcontrainingcom 51
The Role of a Program Manager
wwwfalcontrainingcom 52
Governance
Financial
Management
Infrastructure
Sponsorship
Planning
Resource
Management
Reporting
The Role of a Program Manager
Governance
bullProviding governance
wisdom and guidance
to Project Managers
bullAsking hard questions
but not interfering with
management
Financial Management
bull Implementation of
specific fiscal practices
and controls for
multiple projects
bullReallocation of project
budgets based on
need and availability
Infrastructure
bullThe PMO technology
and other factors in the
work environment
supporting the program
effort
wwwfalcontrainingcom 53
The Role of a Program Manager
Sponsorship
bullProviding accountability
for the project
bullProvide financial
resources
bullAssist project manager
by clearing road blocks
and obtaining resources
for the project
bullAll while not managing
the project
Planning
bullActivities that take place
at multiple levels with
different goals
bullResolving resource
conflicts
Resource Management
bullEnsuring that projects
competing for the same
resources are
adequately provided for
Reporting
bullProviding a holistic view
of the performance of all
projects within the
program and reporting
back to the portfolio
managers
wwwfalcontrainingcom 54
The PMO
55wwwfalcontrainingcomItrsquos good to know
The Project Management Office
Policies
Training
ResourcesProcesses
Standards
PMO
wwwfalcontrainingcom 56
The Project Management Office (PMO)
ldquoAn organisational body or entity assigned various
responsibilities related to the centralised and coordinated
management of those projects under its domainrdquo
ldquoThe responsibilities of a PMO can range from providing
project management support functions to actually being
responsible for the direct management of a projectrdquo
(PMBOKreg 4th ed)
The centre of
project excellence
in your organisation
PMOrsquos function will depend on organisations needs and Project Management maturity
wwwfalcontrainingcom 57
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
5 Phases of a Project
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 24
Initiating a project
Choosing a project
1 Chose projects that align with your organisational
strategy
2 Chose projects that meet your financial criteria
3 Choose projects that meet your non-financial criteria
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 25
Project Selection
wwwfalcontrainingcom 26
Discussionhellip
What sort of project evaluation process does your
organisation have
Talk
Letrsquos
wwwfalcontrainingcom 27
Project Charter (like the birth certificate of a project)
Project Roles amp Responsibilities (Project Manager owner sponsor etc)
Reason for the project
High level statement of work to be undertaken
Known milestones constraints and assumptions
28
Pro
ject
Ch
art
er
Tem
pla
te
Project Name
Prepared by
Date
Initiation Includes the name of the project and the designated project manager
Synopsis Briefly summarize the salient aspects of the project by answering the questions Why (purpose) What (product descriptio n scope) When (time) and How much (resources)
PurposeBusiness Need Identify the customers who are to receive and benefit from the product developed by the project and the need the product is intended to meet (either as a problem to solve or as an opportunity to exploit)
Product Description and Deliverables
Identify what product is to be delivered at the end of the project and at any interim delivery points Describe the product sufficiently to enable the project team to create it and for agreement to be reached at product delivery time that the product has been corr ectly produced
Project Management Briefly indicate general approach and any relevant PMI or other standards to be used
Assumptions Constraints Risks Briefly identify salient assumptions constraints and known risks if any which can be anticipated to have a major impact o n the process andor outcome of the project and which require decisions or actions by the project sponsor or team
Resources Indicate required andor available resources to be used on the project As appropriate indicate financial personnel and ma terial resources (such as facilities equipment supplies and services)
Approach Indicate the way in which the project will produce the product
Communication and Reporting Identify communication required between the project sponsor and the project team
Acceptance Indicate the method and criteria for the project sponsor to accept the specified project deliverables as complete and adequate
Change Management Indicate the procedures to be used for making and documenting changes to the charter
Other Identify and explain any other matters that are important for the initiation and conduct of the project Focus on charter issues of importance between the project sponsor and the project manager This section is not for describing the project plan
Approval (optional) Project Manager Sponsor
29
wwwfalcontrainingcom 30
Project Planning
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 31
32
ldquoA common mistake people
make when trying to design
something fool proof is to
underestimate the ingenuity
of complete foolsrdquo
Douglas Adams author
The Hitchhikers Guide to the Galaxy
(1952-2001)
ldquoIn preparing for battle I
have always found that
plans are useless but
planning is indispensablerdquo
Dwight D Eisenhower (1890 - 1969)
33
ldquoIf I had eight hours to chop
down a tree Irsquod spend six
hours sharpening my axerdquo
Abraham Lincoln (1809 - 1865)
34
Why Plan
PROACTIVE is better than REACTIVE
Avoids waste
Helps to mitigate the effects of failure
Defines your goal and how you intend to get there
Develop measurement metrics ndash budgets time quality
Helps to identify risks early on ie resource conflicts
Produce project estimates ie cost and time estimates
wwwfalcontrainingcom 35
The Planning Approach
Encourage involvement from all
appropriate stakeholders when
planning the project
Make sure plan is detailed
enough to be successful yet
flexible enough to respond to
change
Get sign off on your plan from
higher-level and customer (gives
legitimacy and creates buy in)
Project
planning
is
an
iterative
process
Planning Tips
wwwfalcontrainingcom 36
The Project Management Plan
Outlines best way to manage all areas of the project
Can be one single document or several documents in
different formats
It is NOT a Gantt chart
Is a living and breathing document ndash ie will change as
the project develops
wwwfalcontrainingcom 37
Discussion - The Value of Planning
1 Why do you think it is important to plan
2 How much planning do you think you should do
3 Do things usually go according to plan
Talk
Letrsquos4 Whatrsquos the cost of
planning as of
Project cost
wwwfalcontrainingcom 38
Applying your project plan
Planning is only useful if you use it during project execution
Plan provides the basis for
project execution
monitoring amp control and
closure activities
Assume the project wonrsquot go according to planhellip
But having a plan tells you when this is happening and how to manage
Change control and corrective action can take place once variances from the plan have been anticipated or actually occurred
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 39
Change Control
All requested change must be
documented and controlled
Ensure Steering Board involvement
in change control process and
approvals
Avoid lsquodeath by a thousand cutsrsquo
and lsquothe scope creeprsquo
Avoid lsquogold platingrsquo
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 40
Controlling your Baseline
Remember to
1 lsquoRebaselinersquo your project when changes are approved
2 Clearly communicate the baseline
Baseline
wwwfalcontrainingcom 41
Discussion
1 Think of projects in your organisation and how
change control has been managed
2 Share some of the good the bad and the uglyhellip
Talk
Letrsquos
wwwfalcontrainingcom 42
Sa
mp
le C
ha
ng
e
Co
ntr
ol T
em
pla
te
Project Name
Prepared by
Date
Person(s) Requesting Change
Change Number
Type of Change Requested
Project Scope Change
Project Budget Change Project Schedule Change
Project ProcurementContract Change Other (specify)
Detailed Description of Change
Reason for Change Requested
Effect on Project Cost
Projected Cost Overrun of approximately
Estimated Cost Reduction of approximately
Effect on Schedule
Planned Project Completion Date
New Project Completion Date
Additional Remarks
Approval Project Manager Date
Approval (Other) Date
43
Closing a Project
All projects must be closed
Gather and document lessons learnt for future projects
Get signoff from project sponsor andor client
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 44
Key Elements of Closure
Plan how your project is going to be closed ()
Contractual Closure
Financial Closure
Lessons Learned
Post Project Review
Benefits Realisation
Project Team Release
wwwfalcontrainingcom 45
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
The Project Life Cycle
Process Groups Interact in a Project
Level of
Effort
TimeStart Finish
Initiating
Process
Group
Planning
Process
Group
Executing
Process
Group
Monitoring amp
Controlling
Process Group
Closing
Process
Group
wwwfalcontrainingcom 46
3 ProgramPortfoliosProject Management (P3) and the PMO
47wwwfalcontrainingcomItrsquos good to know
Projects vs Programs vs Portfolios
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
Next Year
Project 1
Project 2
Project 3
Project 4
Project 5
Program 1
Portfolio 1
wwwfalcontrainingcom 48
Skills Required for
Successful Project
Management
Skills Required for Successful Project Management
Organises resources for the project
Provides direction coordination and integration to the
project team
Responsible for performance and success of the project
Must use the right people at the right time to address the right
issues and make the right decisions
Excellent communication people leadership and stakeholder
management skills
wwwfalcontrainingcom 50
Other roleshellip
Project Steering Board
Project Sponsor
Project Owner
Project Manager
Project Coordinator
Project Administrator
Program Managerhellip
wwwfalcontrainingcom 51
The Role of a Program Manager
wwwfalcontrainingcom 52
Governance
Financial
Management
Infrastructure
Sponsorship
Planning
Resource
Management
Reporting
The Role of a Program Manager
Governance
bullProviding governance
wisdom and guidance
to Project Managers
bullAsking hard questions
but not interfering with
management
Financial Management
bull Implementation of
specific fiscal practices
and controls for
multiple projects
bullReallocation of project
budgets based on
need and availability
Infrastructure
bullThe PMO technology
and other factors in the
work environment
supporting the program
effort
wwwfalcontrainingcom 53
The Role of a Program Manager
Sponsorship
bullProviding accountability
for the project
bullProvide financial
resources
bullAssist project manager
by clearing road blocks
and obtaining resources
for the project
bullAll while not managing
the project
Planning
bullActivities that take place
at multiple levels with
different goals
bullResolving resource
conflicts
Resource Management
bullEnsuring that projects
competing for the same
resources are
adequately provided for
Reporting
bullProviding a holistic view
of the performance of all
projects within the
program and reporting
back to the portfolio
managers
wwwfalcontrainingcom 54
The PMO
55wwwfalcontrainingcomItrsquos good to know
The Project Management Office
Policies
Training
ResourcesProcesses
Standards
PMO
wwwfalcontrainingcom 56
The Project Management Office (PMO)
ldquoAn organisational body or entity assigned various
responsibilities related to the centralised and coordinated
management of those projects under its domainrdquo
ldquoThe responsibilities of a PMO can range from providing
project management support functions to actually being
responsible for the direct management of a projectrdquo
(PMBOKreg 4th ed)
The centre of
project excellence
in your organisation
PMOrsquos function will depend on organisations needs and Project Management maturity
wwwfalcontrainingcom 57
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Initiating a project
Choosing a project
1 Chose projects that align with your organisational
strategy
2 Chose projects that meet your financial criteria
3 Choose projects that meet your non-financial criteria
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 25
Project Selection
wwwfalcontrainingcom 26
Discussionhellip
What sort of project evaluation process does your
organisation have
Talk
Letrsquos
wwwfalcontrainingcom 27
Project Charter (like the birth certificate of a project)
Project Roles amp Responsibilities (Project Manager owner sponsor etc)
Reason for the project
High level statement of work to be undertaken
Known milestones constraints and assumptions
28
Pro
ject
Ch
art
er
Tem
pla
te
Project Name
Prepared by
Date
Initiation Includes the name of the project and the designated project manager
Synopsis Briefly summarize the salient aspects of the project by answering the questions Why (purpose) What (product descriptio n scope) When (time) and How much (resources)
PurposeBusiness Need Identify the customers who are to receive and benefit from the product developed by the project and the need the product is intended to meet (either as a problem to solve or as an opportunity to exploit)
Product Description and Deliverables
Identify what product is to be delivered at the end of the project and at any interim delivery points Describe the product sufficiently to enable the project team to create it and for agreement to be reached at product delivery time that the product has been corr ectly produced
Project Management Briefly indicate general approach and any relevant PMI or other standards to be used
Assumptions Constraints Risks Briefly identify salient assumptions constraints and known risks if any which can be anticipated to have a major impact o n the process andor outcome of the project and which require decisions or actions by the project sponsor or team
Resources Indicate required andor available resources to be used on the project As appropriate indicate financial personnel and ma terial resources (such as facilities equipment supplies and services)
Approach Indicate the way in which the project will produce the product
Communication and Reporting Identify communication required between the project sponsor and the project team
Acceptance Indicate the method and criteria for the project sponsor to accept the specified project deliverables as complete and adequate
Change Management Indicate the procedures to be used for making and documenting changes to the charter
Other Identify and explain any other matters that are important for the initiation and conduct of the project Focus on charter issues of importance between the project sponsor and the project manager This section is not for describing the project plan
Approval (optional) Project Manager Sponsor
29
wwwfalcontrainingcom 30
Project Planning
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 31
32
ldquoA common mistake people
make when trying to design
something fool proof is to
underestimate the ingenuity
of complete foolsrdquo
Douglas Adams author
The Hitchhikers Guide to the Galaxy
(1952-2001)
ldquoIn preparing for battle I
have always found that
plans are useless but
planning is indispensablerdquo
Dwight D Eisenhower (1890 - 1969)
33
ldquoIf I had eight hours to chop
down a tree Irsquod spend six
hours sharpening my axerdquo
Abraham Lincoln (1809 - 1865)
34
Why Plan
PROACTIVE is better than REACTIVE
Avoids waste
Helps to mitigate the effects of failure
Defines your goal and how you intend to get there
Develop measurement metrics ndash budgets time quality
Helps to identify risks early on ie resource conflicts
Produce project estimates ie cost and time estimates
wwwfalcontrainingcom 35
The Planning Approach
Encourage involvement from all
appropriate stakeholders when
planning the project
Make sure plan is detailed
enough to be successful yet
flexible enough to respond to
change
Get sign off on your plan from
higher-level and customer (gives
legitimacy and creates buy in)
Project
planning
is
an
iterative
process
Planning Tips
wwwfalcontrainingcom 36
The Project Management Plan
Outlines best way to manage all areas of the project
Can be one single document or several documents in
different formats
It is NOT a Gantt chart
Is a living and breathing document ndash ie will change as
the project develops
wwwfalcontrainingcom 37
Discussion - The Value of Planning
1 Why do you think it is important to plan
2 How much planning do you think you should do
3 Do things usually go according to plan
Talk
Letrsquos4 Whatrsquos the cost of
planning as of
Project cost
wwwfalcontrainingcom 38
Applying your project plan
Planning is only useful if you use it during project execution
Plan provides the basis for
project execution
monitoring amp control and
closure activities
Assume the project wonrsquot go according to planhellip
But having a plan tells you when this is happening and how to manage
Change control and corrective action can take place once variances from the plan have been anticipated or actually occurred
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 39
Change Control
All requested change must be
documented and controlled
Ensure Steering Board involvement
in change control process and
approvals
Avoid lsquodeath by a thousand cutsrsquo
and lsquothe scope creeprsquo
Avoid lsquogold platingrsquo
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 40
Controlling your Baseline
Remember to
1 lsquoRebaselinersquo your project when changes are approved
2 Clearly communicate the baseline
Baseline
wwwfalcontrainingcom 41
Discussion
1 Think of projects in your organisation and how
change control has been managed
2 Share some of the good the bad and the uglyhellip
Talk
Letrsquos
wwwfalcontrainingcom 42
Sa
mp
le C
ha
ng
e
Co
ntr
ol T
em
pla
te
Project Name
Prepared by
Date
Person(s) Requesting Change
Change Number
Type of Change Requested
Project Scope Change
Project Budget Change Project Schedule Change
Project ProcurementContract Change Other (specify)
Detailed Description of Change
Reason for Change Requested
Effect on Project Cost
Projected Cost Overrun of approximately
Estimated Cost Reduction of approximately
Effect on Schedule
Planned Project Completion Date
New Project Completion Date
Additional Remarks
Approval Project Manager Date
Approval (Other) Date
43
Closing a Project
All projects must be closed
Gather and document lessons learnt for future projects
Get signoff from project sponsor andor client
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 44
Key Elements of Closure
Plan how your project is going to be closed ()
Contractual Closure
Financial Closure
Lessons Learned
Post Project Review
Benefits Realisation
Project Team Release
wwwfalcontrainingcom 45
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
The Project Life Cycle
Process Groups Interact in a Project
Level of
Effort
TimeStart Finish
Initiating
Process
Group
Planning
Process
Group
Executing
Process
Group
Monitoring amp
Controlling
Process Group
Closing
Process
Group
wwwfalcontrainingcom 46
3 ProgramPortfoliosProject Management (P3) and the PMO
47wwwfalcontrainingcomItrsquos good to know
Projects vs Programs vs Portfolios
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
Next Year
Project 1
Project 2
Project 3
Project 4
Project 5
Program 1
Portfolio 1
wwwfalcontrainingcom 48
Skills Required for
Successful Project
Management
Skills Required for Successful Project Management
Organises resources for the project
Provides direction coordination and integration to the
project team
Responsible for performance and success of the project
Must use the right people at the right time to address the right
issues and make the right decisions
Excellent communication people leadership and stakeholder
management skills
wwwfalcontrainingcom 50
Other roleshellip
Project Steering Board
Project Sponsor
Project Owner
Project Manager
Project Coordinator
Project Administrator
Program Managerhellip
wwwfalcontrainingcom 51
The Role of a Program Manager
wwwfalcontrainingcom 52
Governance
Financial
Management
Infrastructure
Sponsorship
Planning
Resource
Management
Reporting
The Role of a Program Manager
Governance
bullProviding governance
wisdom and guidance
to Project Managers
bullAsking hard questions
but not interfering with
management
Financial Management
bull Implementation of
specific fiscal practices
and controls for
multiple projects
bullReallocation of project
budgets based on
need and availability
Infrastructure
bullThe PMO technology
and other factors in the
work environment
supporting the program
effort
wwwfalcontrainingcom 53
The Role of a Program Manager
Sponsorship
bullProviding accountability
for the project
bullProvide financial
resources
bullAssist project manager
by clearing road blocks
and obtaining resources
for the project
bullAll while not managing
the project
Planning
bullActivities that take place
at multiple levels with
different goals
bullResolving resource
conflicts
Resource Management
bullEnsuring that projects
competing for the same
resources are
adequately provided for
Reporting
bullProviding a holistic view
of the performance of all
projects within the
program and reporting
back to the portfolio
managers
wwwfalcontrainingcom 54
The PMO
55wwwfalcontrainingcomItrsquos good to know
The Project Management Office
Policies
Training
ResourcesProcesses
Standards
PMO
wwwfalcontrainingcom 56
The Project Management Office (PMO)
ldquoAn organisational body or entity assigned various
responsibilities related to the centralised and coordinated
management of those projects under its domainrdquo
ldquoThe responsibilities of a PMO can range from providing
project management support functions to actually being
responsible for the direct management of a projectrdquo
(PMBOKreg 4th ed)
The centre of
project excellence
in your organisation
PMOrsquos function will depend on organisations needs and Project Management maturity
wwwfalcontrainingcom 57
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Project Selection
wwwfalcontrainingcom 26
Discussionhellip
What sort of project evaluation process does your
organisation have
Talk
Letrsquos
wwwfalcontrainingcom 27
Project Charter (like the birth certificate of a project)
Project Roles amp Responsibilities (Project Manager owner sponsor etc)
Reason for the project
High level statement of work to be undertaken
Known milestones constraints and assumptions
28
Pro
ject
Ch
art
er
Tem
pla
te
Project Name
Prepared by
Date
Initiation Includes the name of the project and the designated project manager
Synopsis Briefly summarize the salient aspects of the project by answering the questions Why (purpose) What (product descriptio n scope) When (time) and How much (resources)
PurposeBusiness Need Identify the customers who are to receive and benefit from the product developed by the project and the need the product is intended to meet (either as a problem to solve or as an opportunity to exploit)
Product Description and Deliverables
Identify what product is to be delivered at the end of the project and at any interim delivery points Describe the product sufficiently to enable the project team to create it and for agreement to be reached at product delivery time that the product has been corr ectly produced
Project Management Briefly indicate general approach and any relevant PMI or other standards to be used
Assumptions Constraints Risks Briefly identify salient assumptions constraints and known risks if any which can be anticipated to have a major impact o n the process andor outcome of the project and which require decisions or actions by the project sponsor or team
Resources Indicate required andor available resources to be used on the project As appropriate indicate financial personnel and ma terial resources (such as facilities equipment supplies and services)
Approach Indicate the way in which the project will produce the product
Communication and Reporting Identify communication required between the project sponsor and the project team
Acceptance Indicate the method and criteria for the project sponsor to accept the specified project deliverables as complete and adequate
Change Management Indicate the procedures to be used for making and documenting changes to the charter
Other Identify and explain any other matters that are important for the initiation and conduct of the project Focus on charter issues of importance between the project sponsor and the project manager This section is not for describing the project plan
Approval (optional) Project Manager Sponsor
29
wwwfalcontrainingcom 30
Project Planning
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 31
32
ldquoA common mistake people
make when trying to design
something fool proof is to
underestimate the ingenuity
of complete foolsrdquo
Douglas Adams author
The Hitchhikers Guide to the Galaxy
(1952-2001)
ldquoIn preparing for battle I
have always found that
plans are useless but
planning is indispensablerdquo
Dwight D Eisenhower (1890 - 1969)
33
ldquoIf I had eight hours to chop
down a tree Irsquod spend six
hours sharpening my axerdquo
Abraham Lincoln (1809 - 1865)
34
Why Plan
PROACTIVE is better than REACTIVE
Avoids waste
Helps to mitigate the effects of failure
Defines your goal and how you intend to get there
Develop measurement metrics ndash budgets time quality
Helps to identify risks early on ie resource conflicts
Produce project estimates ie cost and time estimates
wwwfalcontrainingcom 35
The Planning Approach
Encourage involvement from all
appropriate stakeholders when
planning the project
Make sure plan is detailed
enough to be successful yet
flexible enough to respond to
change
Get sign off on your plan from
higher-level and customer (gives
legitimacy and creates buy in)
Project
planning
is
an
iterative
process
Planning Tips
wwwfalcontrainingcom 36
The Project Management Plan
Outlines best way to manage all areas of the project
Can be one single document or several documents in
different formats
It is NOT a Gantt chart
Is a living and breathing document ndash ie will change as
the project develops
wwwfalcontrainingcom 37
Discussion - The Value of Planning
1 Why do you think it is important to plan
2 How much planning do you think you should do
3 Do things usually go according to plan
Talk
Letrsquos4 Whatrsquos the cost of
planning as of
Project cost
wwwfalcontrainingcom 38
Applying your project plan
Planning is only useful if you use it during project execution
Plan provides the basis for
project execution
monitoring amp control and
closure activities
Assume the project wonrsquot go according to planhellip
But having a plan tells you when this is happening and how to manage
Change control and corrective action can take place once variances from the plan have been anticipated or actually occurred
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 39
Change Control
All requested change must be
documented and controlled
Ensure Steering Board involvement
in change control process and
approvals
Avoid lsquodeath by a thousand cutsrsquo
and lsquothe scope creeprsquo
Avoid lsquogold platingrsquo
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 40
Controlling your Baseline
Remember to
1 lsquoRebaselinersquo your project when changes are approved
2 Clearly communicate the baseline
Baseline
wwwfalcontrainingcom 41
Discussion
1 Think of projects in your organisation and how
change control has been managed
2 Share some of the good the bad and the uglyhellip
Talk
Letrsquos
wwwfalcontrainingcom 42
Sa
mp
le C
ha
ng
e
Co
ntr
ol T
em
pla
te
Project Name
Prepared by
Date
Person(s) Requesting Change
Change Number
Type of Change Requested
Project Scope Change
Project Budget Change Project Schedule Change
Project ProcurementContract Change Other (specify)
Detailed Description of Change
Reason for Change Requested
Effect on Project Cost
Projected Cost Overrun of approximately
Estimated Cost Reduction of approximately
Effect on Schedule
Planned Project Completion Date
New Project Completion Date
Additional Remarks
Approval Project Manager Date
Approval (Other) Date
43
Closing a Project
All projects must be closed
Gather and document lessons learnt for future projects
Get signoff from project sponsor andor client
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 44
Key Elements of Closure
Plan how your project is going to be closed ()
Contractual Closure
Financial Closure
Lessons Learned
Post Project Review
Benefits Realisation
Project Team Release
wwwfalcontrainingcom 45
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
The Project Life Cycle
Process Groups Interact in a Project
Level of
Effort
TimeStart Finish
Initiating
Process
Group
Planning
Process
Group
Executing
Process
Group
Monitoring amp
Controlling
Process Group
Closing
Process
Group
wwwfalcontrainingcom 46
3 ProgramPortfoliosProject Management (P3) and the PMO
47wwwfalcontrainingcomItrsquos good to know
Projects vs Programs vs Portfolios
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
Next Year
Project 1
Project 2
Project 3
Project 4
Project 5
Program 1
Portfolio 1
wwwfalcontrainingcom 48
Skills Required for
Successful Project
Management
Skills Required for Successful Project Management
Organises resources for the project
Provides direction coordination and integration to the
project team
Responsible for performance and success of the project
Must use the right people at the right time to address the right
issues and make the right decisions
Excellent communication people leadership and stakeholder
management skills
wwwfalcontrainingcom 50
Other roleshellip
Project Steering Board
Project Sponsor
Project Owner
Project Manager
Project Coordinator
Project Administrator
Program Managerhellip
wwwfalcontrainingcom 51
The Role of a Program Manager
wwwfalcontrainingcom 52
Governance
Financial
Management
Infrastructure
Sponsorship
Planning
Resource
Management
Reporting
The Role of a Program Manager
Governance
bullProviding governance
wisdom and guidance
to Project Managers
bullAsking hard questions
but not interfering with
management
Financial Management
bull Implementation of
specific fiscal practices
and controls for
multiple projects
bullReallocation of project
budgets based on
need and availability
Infrastructure
bullThe PMO technology
and other factors in the
work environment
supporting the program
effort
wwwfalcontrainingcom 53
The Role of a Program Manager
Sponsorship
bullProviding accountability
for the project
bullProvide financial
resources
bullAssist project manager
by clearing road blocks
and obtaining resources
for the project
bullAll while not managing
the project
Planning
bullActivities that take place
at multiple levels with
different goals
bullResolving resource
conflicts
Resource Management
bullEnsuring that projects
competing for the same
resources are
adequately provided for
Reporting
bullProviding a holistic view
of the performance of all
projects within the
program and reporting
back to the portfolio
managers
wwwfalcontrainingcom 54
The PMO
55wwwfalcontrainingcomItrsquos good to know
The Project Management Office
Policies
Training
ResourcesProcesses
Standards
PMO
wwwfalcontrainingcom 56
The Project Management Office (PMO)
ldquoAn organisational body or entity assigned various
responsibilities related to the centralised and coordinated
management of those projects under its domainrdquo
ldquoThe responsibilities of a PMO can range from providing
project management support functions to actually being
responsible for the direct management of a projectrdquo
(PMBOKreg 4th ed)
The centre of
project excellence
in your organisation
PMOrsquos function will depend on organisations needs and Project Management maturity
wwwfalcontrainingcom 57
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Discussionhellip
What sort of project evaluation process does your
organisation have
Talk
Letrsquos
wwwfalcontrainingcom 27
Project Charter (like the birth certificate of a project)
Project Roles amp Responsibilities (Project Manager owner sponsor etc)
Reason for the project
High level statement of work to be undertaken
Known milestones constraints and assumptions
28
Pro
ject
Ch
art
er
Tem
pla
te
Project Name
Prepared by
Date
Initiation Includes the name of the project and the designated project manager
Synopsis Briefly summarize the salient aspects of the project by answering the questions Why (purpose) What (product descriptio n scope) When (time) and How much (resources)
PurposeBusiness Need Identify the customers who are to receive and benefit from the product developed by the project and the need the product is intended to meet (either as a problem to solve or as an opportunity to exploit)
Product Description and Deliverables
Identify what product is to be delivered at the end of the project and at any interim delivery points Describe the product sufficiently to enable the project team to create it and for agreement to be reached at product delivery time that the product has been corr ectly produced
Project Management Briefly indicate general approach and any relevant PMI or other standards to be used
Assumptions Constraints Risks Briefly identify salient assumptions constraints and known risks if any which can be anticipated to have a major impact o n the process andor outcome of the project and which require decisions or actions by the project sponsor or team
Resources Indicate required andor available resources to be used on the project As appropriate indicate financial personnel and ma terial resources (such as facilities equipment supplies and services)
Approach Indicate the way in which the project will produce the product
Communication and Reporting Identify communication required between the project sponsor and the project team
Acceptance Indicate the method and criteria for the project sponsor to accept the specified project deliverables as complete and adequate
Change Management Indicate the procedures to be used for making and documenting changes to the charter
Other Identify and explain any other matters that are important for the initiation and conduct of the project Focus on charter issues of importance between the project sponsor and the project manager This section is not for describing the project plan
Approval (optional) Project Manager Sponsor
29
wwwfalcontrainingcom 30
Project Planning
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 31
32
ldquoA common mistake people
make when trying to design
something fool proof is to
underestimate the ingenuity
of complete foolsrdquo
Douglas Adams author
The Hitchhikers Guide to the Galaxy
(1952-2001)
ldquoIn preparing for battle I
have always found that
plans are useless but
planning is indispensablerdquo
Dwight D Eisenhower (1890 - 1969)
33
ldquoIf I had eight hours to chop
down a tree Irsquod spend six
hours sharpening my axerdquo
Abraham Lincoln (1809 - 1865)
34
Why Plan
PROACTIVE is better than REACTIVE
Avoids waste
Helps to mitigate the effects of failure
Defines your goal and how you intend to get there
Develop measurement metrics ndash budgets time quality
Helps to identify risks early on ie resource conflicts
Produce project estimates ie cost and time estimates
wwwfalcontrainingcom 35
The Planning Approach
Encourage involvement from all
appropriate stakeholders when
planning the project
Make sure plan is detailed
enough to be successful yet
flexible enough to respond to
change
Get sign off on your plan from
higher-level and customer (gives
legitimacy and creates buy in)
Project
planning
is
an
iterative
process
Planning Tips
wwwfalcontrainingcom 36
The Project Management Plan
Outlines best way to manage all areas of the project
Can be one single document or several documents in
different formats
It is NOT a Gantt chart
Is a living and breathing document ndash ie will change as
the project develops
wwwfalcontrainingcom 37
Discussion - The Value of Planning
1 Why do you think it is important to plan
2 How much planning do you think you should do
3 Do things usually go according to plan
Talk
Letrsquos4 Whatrsquos the cost of
planning as of
Project cost
wwwfalcontrainingcom 38
Applying your project plan
Planning is only useful if you use it during project execution
Plan provides the basis for
project execution
monitoring amp control and
closure activities
Assume the project wonrsquot go according to planhellip
But having a plan tells you when this is happening and how to manage
Change control and corrective action can take place once variances from the plan have been anticipated or actually occurred
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 39
Change Control
All requested change must be
documented and controlled
Ensure Steering Board involvement
in change control process and
approvals
Avoid lsquodeath by a thousand cutsrsquo
and lsquothe scope creeprsquo
Avoid lsquogold platingrsquo
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 40
Controlling your Baseline
Remember to
1 lsquoRebaselinersquo your project when changes are approved
2 Clearly communicate the baseline
Baseline
wwwfalcontrainingcom 41
Discussion
1 Think of projects in your organisation and how
change control has been managed
2 Share some of the good the bad and the uglyhellip
Talk
Letrsquos
wwwfalcontrainingcom 42
Sa
mp
le C
ha
ng
e
Co
ntr
ol T
em
pla
te
Project Name
Prepared by
Date
Person(s) Requesting Change
Change Number
Type of Change Requested
Project Scope Change
Project Budget Change Project Schedule Change
Project ProcurementContract Change Other (specify)
Detailed Description of Change
Reason for Change Requested
Effect on Project Cost
Projected Cost Overrun of approximately
Estimated Cost Reduction of approximately
Effect on Schedule
Planned Project Completion Date
New Project Completion Date
Additional Remarks
Approval Project Manager Date
Approval (Other) Date
43
Closing a Project
All projects must be closed
Gather and document lessons learnt for future projects
Get signoff from project sponsor andor client
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 44
Key Elements of Closure
Plan how your project is going to be closed ()
Contractual Closure
Financial Closure
Lessons Learned
Post Project Review
Benefits Realisation
Project Team Release
wwwfalcontrainingcom 45
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
The Project Life Cycle
Process Groups Interact in a Project
Level of
Effort
TimeStart Finish
Initiating
Process
Group
Planning
Process
Group
Executing
Process
Group
Monitoring amp
Controlling
Process Group
Closing
Process
Group
wwwfalcontrainingcom 46
3 ProgramPortfoliosProject Management (P3) and the PMO
47wwwfalcontrainingcomItrsquos good to know
Projects vs Programs vs Portfolios
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
Next Year
Project 1
Project 2
Project 3
Project 4
Project 5
Program 1
Portfolio 1
wwwfalcontrainingcom 48
Skills Required for
Successful Project
Management
Skills Required for Successful Project Management
Organises resources for the project
Provides direction coordination and integration to the
project team
Responsible for performance and success of the project
Must use the right people at the right time to address the right
issues and make the right decisions
Excellent communication people leadership and stakeholder
management skills
wwwfalcontrainingcom 50
Other roleshellip
Project Steering Board
Project Sponsor
Project Owner
Project Manager
Project Coordinator
Project Administrator
Program Managerhellip
wwwfalcontrainingcom 51
The Role of a Program Manager
wwwfalcontrainingcom 52
Governance
Financial
Management
Infrastructure
Sponsorship
Planning
Resource
Management
Reporting
The Role of a Program Manager
Governance
bullProviding governance
wisdom and guidance
to Project Managers
bullAsking hard questions
but not interfering with
management
Financial Management
bull Implementation of
specific fiscal practices
and controls for
multiple projects
bullReallocation of project
budgets based on
need and availability
Infrastructure
bullThe PMO technology
and other factors in the
work environment
supporting the program
effort
wwwfalcontrainingcom 53
The Role of a Program Manager
Sponsorship
bullProviding accountability
for the project
bullProvide financial
resources
bullAssist project manager
by clearing road blocks
and obtaining resources
for the project
bullAll while not managing
the project
Planning
bullActivities that take place
at multiple levels with
different goals
bullResolving resource
conflicts
Resource Management
bullEnsuring that projects
competing for the same
resources are
adequately provided for
Reporting
bullProviding a holistic view
of the performance of all
projects within the
program and reporting
back to the portfolio
managers
wwwfalcontrainingcom 54
The PMO
55wwwfalcontrainingcomItrsquos good to know
The Project Management Office
Policies
Training
ResourcesProcesses
Standards
PMO
wwwfalcontrainingcom 56
The Project Management Office (PMO)
ldquoAn organisational body or entity assigned various
responsibilities related to the centralised and coordinated
management of those projects under its domainrdquo
ldquoThe responsibilities of a PMO can range from providing
project management support functions to actually being
responsible for the direct management of a projectrdquo
(PMBOKreg 4th ed)
The centre of
project excellence
in your organisation
PMOrsquos function will depend on organisations needs and Project Management maturity
wwwfalcontrainingcom 57
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Project Charter (like the birth certificate of a project)
Project Roles amp Responsibilities (Project Manager owner sponsor etc)
Reason for the project
High level statement of work to be undertaken
Known milestones constraints and assumptions
28
Pro
ject
Ch
art
er
Tem
pla
te
Project Name
Prepared by
Date
Initiation Includes the name of the project and the designated project manager
Synopsis Briefly summarize the salient aspects of the project by answering the questions Why (purpose) What (product descriptio n scope) When (time) and How much (resources)
PurposeBusiness Need Identify the customers who are to receive and benefit from the product developed by the project and the need the product is intended to meet (either as a problem to solve or as an opportunity to exploit)
Product Description and Deliverables
Identify what product is to be delivered at the end of the project and at any interim delivery points Describe the product sufficiently to enable the project team to create it and for agreement to be reached at product delivery time that the product has been corr ectly produced
Project Management Briefly indicate general approach and any relevant PMI or other standards to be used
Assumptions Constraints Risks Briefly identify salient assumptions constraints and known risks if any which can be anticipated to have a major impact o n the process andor outcome of the project and which require decisions or actions by the project sponsor or team
Resources Indicate required andor available resources to be used on the project As appropriate indicate financial personnel and ma terial resources (such as facilities equipment supplies and services)
Approach Indicate the way in which the project will produce the product
Communication and Reporting Identify communication required between the project sponsor and the project team
Acceptance Indicate the method and criteria for the project sponsor to accept the specified project deliverables as complete and adequate
Change Management Indicate the procedures to be used for making and documenting changes to the charter
Other Identify and explain any other matters that are important for the initiation and conduct of the project Focus on charter issues of importance between the project sponsor and the project manager This section is not for describing the project plan
Approval (optional) Project Manager Sponsor
29
wwwfalcontrainingcom 30
Project Planning
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 31
32
ldquoA common mistake people
make when trying to design
something fool proof is to
underestimate the ingenuity
of complete foolsrdquo
Douglas Adams author
The Hitchhikers Guide to the Galaxy
(1952-2001)
ldquoIn preparing for battle I
have always found that
plans are useless but
planning is indispensablerdquo
Dwight D Eisenhower (1890 - 1969)
33
ldquoIf I had eight hours to chop
down a tree Irsquod spend six
hours sharpening my axerdquo
Abraham Lincoln (1809 - 1865)
34
Why Plan
PROACTIVE is better than REACTIVE
Avoids waste
Helps to mitigate the effects of failure
Defines your goal and how you intend to get there
Develop measurement metrics ndash budgets time quality
Helps to identify risks early on ie resource conflicts
Produce project estimates ie cost and time estimates
wwwfalcontrainingcom 35
The Planning Approach
Encourage involvement from all
appropriate stakeholders when
planning the project
Make sure plan is detailed
enough to be successful yet
flexible enough to respond to
change
Get sign off on your plan from
higher-level and customer (gives
legitimacy and creates buy in)
Project
planning
is
an
iterative
process
Planning Tips
wwwfalcontrainingcom 36
The Project Management Plan
Outlines best way to manage all areas of the project
Can be one single document or several documents in
different formats
It is NOT a Gantt chart
Is a living and breathing document ndash ie will change as
the project develops
wwwfalcontrainingcom 37
Discussion - The Value of Planning
1 Why do you think it is important to plan
2 How much planning do you think you should do
3 Do things usually go according to plan
Talk
Letrsquos4 Whatrsquos the cost of
planning as of
Project cost
wwwfalcontrainingcom 38
Applying your project plan
Planning is only useful if you use it during project execution
Plan provides the basis for
project execution
monitoring amp control and
closure activities
Assume the project wonrsquot go according to planhellip
But having a plan tells you when this is happening and how to manage
Change control and corrective action can take place once variances from the plan have been anticipated or actually occurred
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 39
Change Control
All requested change must be
documented and controlled
Ensure Steering Board involvement
in change control process and
approvals
Avoid lsquodeath by a thousand cutsrsquo
and lsquothe scope creeprsquo
Avoid lsquogold platingrsquo
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 40
Controlling your Baseline
Remember to
1 lsquoRebaselinersquo your project when changes are approved
2 Clearly communicate the baseline
Baseline
wwwfalcontrainingcom 41
Discussion
1 Think of projects in your organisation and how
change control has been managed
2 Share some of the good the bad and the uglyhellip
Talk
Letrsquos
wwwfalcontrainingcom 42
Sa
mp
le C
ha
ng
e
Co
ntr
ol T
em
pla
te
Project Name
Prepared by
Date
Person(s) Requesting Change
Change Number
Type of Change Requested
Project Scope Change
Project Budget Change Project Schedule Change
Project ProcurementContract Change Other (specify)
Detailed Description of Change
Reason for Change Requested
Effect on Project Cost
Projected Cost Overrun of approximately
Estimated Cost Reduction of approximately
Effect on Schedule
Planned Project Completion Date
New Project Completion Date
Additional Remarks
Approval Project Manager Date
Approval (Other) Date
43
Closing a Project
All projects must be closed
Gather and document lessons learnt for future projects
Get signoff from project sponsor andor client
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 44
Key Elements of Closure
Plan how your project is going to be closed ()
Contractual Closure
Financial Closure
Lessons Learned
Post Project Review
Benefits Realisation
Project Team Release
wwwfalcontrainingcom 45
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
The Project Life Cycle
Process Groups Interact in a Project
Level of
Effort
TimeStart Finish
Initiating
Process
Group
Planning
Process
Group
Executing
Process
Group
Monitoring amp
Controlling
Process Group
Closing
Process
Group
wwwfalcontrainingcom 46
3 ProgramPortfoliosProject Management (P3) and the PMO
47wwwfalcontrainingcomItrsquos good to know
Projects vs Programs vs Portfolios
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
Next Year
Project 1
Project 2
Project 3
Project 4
Project 5
Program 1
Portfolio 1
wwwfalcontrainingcom 48
Skills Required for
Successful Project
Management
Skills Required for Successful Project Management
Organises resources for the project
Provides direction coordination and integration to the
project team
Responsible for performance and success of the project
Must use the right people at the right time to address the right
issues and make the right decisions
Excellent communication people leadership and stakeholder
management skills
wwwfalcontrainingcom 50
Other roleshellip
Project Steering Board
Project Sponsor
Project Owner
Project Manager
Project Coordinator
Project Administrator
Program Managerhellip
wwwfalcontrainingcom 51
The Role of a Program Manager
wwwfalcontrainingcom 52
Governance
Financial
Management
Infrastructure
Sponsorship
Planning
Resource
Management
Reporting
The Role of a Program Manager
Governance
bullProviding governance
wisdom and guidance
to Project Managers
bullAsking hard questions
but not interfering with
management
Financial Management
bull Implementation of
specific fiscal practices
and controls for
multiple projects
bullReallocation of project
budgets based on
need and availability
Infrastructure
bullThe PMO technology
and other factors in the
work environment
supporting the program
effort
wwwfalcontrainingcom 53
The Role of a Program Manager
Sponsorship
bullProviding accountability
for the project
bullProvide financial
resources
bullAssist project manager
by clearing road blocks
and obtaining resources
for the project
bullAll while not managing
the project
Planning
bullActivities that take place
at multiple levels with
different goals
bullResolving resource
conflicts
Resource Management
bullEnsuring that projects
competing for the same
resources are
adequately provided for
Reporting
bullProviding a holistic view
of the performance of all
projects within the
program and reporting
back to the portfolio
managers
wwwfalcontrainingcom 54
The PMO
55wwwfalcontrainingcomItrsquos good to know
The Project Management Office
Policies
Training
ResourcesProcesses
Standards
PMO
wwwfalcontrainingcom 56
The Project Management Office (PMO)
ldquoAn organisational body or entity assigned various
responsibilities related to the centralised and coordinated
management of those projects under its domainrdquo
ldquoThe responsibilities of a PMO can range from providing
project management support functions to actually being
responsible for the direct management of a projectrdquo
(PMBOKreg 4th ed)
The centre of
project excellence
in your organisation
PMOrsquos function will depend on organisations needs and Project Management maturity
wwwfalcontrainingcom 57
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Pro
ject
Ch
art
er
Tem
pla
te
Project Name
Prepared by
Date
Initiation Includes the name of the project and the designated project manager
Synopsis Briefly summarize the salient aspects of the project by answering the questions Why (purpose) What (product descriptio n scope) When (time) and How much (resources)
PurposeBusiness Need Identify the customers who are to receive and benefit from the product developed by the project and the need the product is intended to meet (either as a problem to solve or as an opportunity to exploit)
Product Description and Deliverables
Identify what product is to be delivered at the end of the project and at any interim delivery points Describe the product sufficiently to enable the project team to create it and for agreement to be reached at product delivery time that the product has been corr ectly produced
Project Management Briefly indicate general approach and any relevant PMI or other standards to be used
Assumptions Constraints Risks Briefly identify salient assumptions constraints and known risks if any which can be anticipated to have a major impact o n the process andor outcome of the project and which require decisions or actions by the project sponsor or team
Resources Indicate required andor available resources to be used on the project As appropriate indicate financial personnel and ma terial resources (such as facilities equipment supplies and services)
Approach Indicate the way in which the project will produce the product
Communication and Reporting Identify communication required between the project sponsor and the project team
Acceptance Indicate the method and criteria for the project sponsor to accept the specified project deliverables as complete and adequate
Change Management Indicate the procedures to be used for making and documenting changes to the charter
Other Identify and explain any other matters that are important for the initiation and conduct of the project Focus on charter issues of importance between the project sponsor and the project manager This section is not for describing the project plan
Approval (optional) Project Manager Sponsor
29
wwwfalcontrainingcom 30
Project Planning
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 31
32
ldquoA common mistake people
make when trying to design
something fool proof is to
underestimate the ingenuity
of complete foolsrdquo
Douglas Adams author
The Hitchhikers Guide to the Galaxy
(1952-2001)
ldquoIn preparing for battle I
have always found that
plans are useless but
planning is indispensablerdquo
Dwight D Eisenhower (1890 - 1969)
33
ldquoIf I had eight hours to chop
down a tree Irsquod spend six
hours sharpening my axerdquo
Abraham Lincoln (1809 - 1865)
34
Why Plan
PROACTIVE is better than REACTIVE
Avoids waste
Helps to mitigate the effects of failure
Defines your goal and how you intend to get there
Develop measurement metrics ndash budgets time quality
Helps to identify risks early on ie resource conflicts
Produce project estimates ie cost and time estimates
wwwfalcontrainingcom 35
The Planning Approach
Encourage involvement from all
appropriate stakeholders when
planning the project
Make sure plan is detailed
enough to be successful yet
flexible enough to respond to
change
Get sign off on your plan from
higher-level and customer (gives
legitimacy and creates buy in)
Project
planning
is
an
iterative
process
Planning Tips
wwwfalcontrainingcom 36
The Project Management Plan
Outlines best way to manage all areas of the project
Can be one single document or several documents in
different formats
It is NOT a Gantt chart
Is a living and breathing document ndash ie will change as
the project develops
wwwfalcontrainingcom 37
Discussion - The Value of Planning
1 Why do you think it is important to plan
2 How much planning do you think you should do
3 Do things usually go according to plan
Talk
Letrsquos4 Whatrsquos the cost of
planning as of
Project cost
wwwfalcontrainingcom 38
Applying your project plan
Planning is only useful if you use it during project execution
Plan provides the basis for
project execution
monitoring amp control and
closure activities
Assume the project wonrsquot go according to planhellip
But having a plan tells you when this is happening and how to manage
Change control and corrective action can take place once variances from the plan have been anticipated or actually occurred
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 39
Change Control
All requested change must be
documented and controlled
Ensure Steering Board involvement
in change control process and
approvals
Avoid lsquodeath by a thousand cutsrsquo
and lsquothe scope creeprsquo
Avoid lsquogold platingrsquo
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 40
Controlling your Baseline
Remember to
1 lsquoRebaselinersquo your project when changes are approved
2 Clearly communicate the baseline
Baseline
wwwfalcontrainingcom 41
Discussion
1 Think of projects in your organisation and how
change control has been managed
2 Share some of the good the bad and the uglyhellip
Talk
Letrsquos
wwwfalcontrainingcom 42
Sa
mp
le C
ha
ng
e
Co
ntr
ol T
em
pla
te
Project Name
Prepared by
Date
Person(s) Requesting Change
Change Number
Type of Change Requested
Project Scope Change
Project Budget Change Project Schedule Change
Project ProcurementContract Change Other (specify)
Detailed Description of Change
Reason for Change Requested
Effect on Project Cost
Projected Cost Overrun of approximately
Estimated Cost Reduction of approximately
Effect on Schedule
Planned Project Completion Date
New Project Completion Date
Additional Remarks
Approval Project Manager Date
Approval (Other) Date
43
Closing a Project
All projects must be closed
Gather and document lessons learnt for future projects
Get signoff from project sponsor andor client
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 44
Key Elements of Closure
Plan how your project is going to be closed ()
Contractual Closure
Financial Closure
Lessons Learned
Post Project Review
Benefits Realisation
Project Team Release
wwwfalcontrainingcom 45
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
The Project Life Cycle
Process Groups Interact in a Project
Level of
Effort
TimeStart Finish
Initiating
Process
Group
Planning
Process
Group
Executing
Process
Group
Monitoring amp
Controlling
Process Group
Closing
Process
Group
wwwfalcontrainingcom 46
3 ProgramPortfoliosProject Management (P3) and the PMO
47wwwfalcontrainingcomItrsquos good to know
Projects vs Programs vs Portfolios
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
Next Year
Project 1
Project 2
Project 3
Project 4
Project 5
Program 1
Portfolio 1
wwwfalcontrainingcom 48
Skills Required for
Successful Project
Management
Skills Required for Successful Project Management
Organises resources for the project
Provides direction coordination and integration to the
project team
Responsible for performance and success of the project
Must use the right people at the right time to address the right
issues and make the right decisions
Excellent communication people leadership and stakeholder
management skills
wwwfalcontrainingcom 50
Other roleshellip
Project Steering Board
Project Sponsor
Project Owner
Project Manager
Project Coordinator
Project Administrator
Program Managerhellip
wwwfalcontrainingcom 51
The Role of a Program Manager
wwwfalcontrainingcom 52
Governance
Financial
Management
Infrastructure
Sponsorship
Planning
Resource
Management
Reporting
The Role of a Program Manager
Governance
bullProviding governance
wisdom and guidance
to Project Managers
bullAsking hard questions
but not interfering with
management
Financial Management
bull Implementation of
specific fiscal practices
and controls for
multiple projects
bullReallocation of project
budgets based on
need and availability
Infrastructure
bullThe PMO technology
and other factors in the
work environment
supporting the program
effort
wwwfalcontrainingcom 53
The Role of a Program Manager
Sponsorship
bullProviding accountability
for the project
bullProvide financial
resources
bullAssist project manager
by clearing road blocks
and obtaining resources
for the project
bullAll while not managing
the project
Planning
bullActivities that take place
at multiple levels with
different goals
bullResolving resource
conflicts
Resource Management
bullEnsuring that projects
competing for the same
resources are
adequately provided for
Reporting
bullProviding a holistic view
of the performance of all
projects within the
program and reporting
back to the portfolio
managers
wwwfalcontrainingcom 54
The PMO
55wwwfalcontrainingcomItrsquos good to know
The Project Management Office
Policies
Training
ResourcesProcesses
Standards
PMO
wwwfalcontrainingcom 56
The Project Management Office (PMO)
ldquoAn organisational body or entity assigned various
responsibilities related to the centralised and coordinated
management of those projects under its domainrdquo
ldquoThe responsibilities of a PMO can range from providing
project management support functions to actually being
responsible for the direct management of a projectrdquo
(PMBOKreg 4th ed)
The centre of
project excellence
in your organisation
PMOrsquos function will depend on organisations needs and Project Management maturity
wwwfalcontrainingcom 57
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 30
Project Planning
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 31
32
ldquoA common mistake people
make when trying to design
something fool proof is to
underestimate the ingenuity
of complete foolsrdquo
Douglas Adams author
The Hitchhikers Guide to the Galaxy
(1952-2001)
ldquoIn preparing for battle I
have always found that
plans are useless but
planning is indispensablerdquo
Dwight D Eisenhower (1890 - 1969)
33
ldquoIf I had eight hours to chop
down a tree Irsquod spend six
hours sharpening my axerdquo
Abraham Lincoln (1809 - 1865)
34
Why Plan
PROACTIVE is better than REACTIVE
Avoids waste
Helps to mitigate the effects of failure
Defines your goal and how you intend to get there
Develop measurement metrics ndash budgets time quality
Helps to identify risks early on ie resource conflicts
Produce project estimates ie cost and time estimates
wwwfalcontrainingcom 35
The Planning Approach
Encourage involvement from all
appropriate stakeholders when
planning the project
Make sure plan is detailed
enough to be successful yet
flexible enough to respond to
change
Get sign off on your plan from
higher-level and customer (gives
legitimacy and creates buy in)
Project
planning
is
an
iterative
process
Planning Tips
wwwfalcontrainingcom 36
The Project Management Plan
Outlines best way to manage all areas of the project
Can be one single document or several documents in
different formats
It is NOT a Gantt chart
Is a living and breathing document ndash ie will change as
the project develops
wwwfalcontrainingcom 37
Discussion - The Value of Planning
1 Why do you think it is important to plan
2 How much planning do you think you should do
3 Do things usually go according to plan
Talk
Letrsquos4 Whatrsquos the cost of
planning as of
Project cost
wwwfalcontrainingcom 38
Applying your project plan
Planning is only useful if you use it during project execution
Plan provides the basis for
project execution
monitoring amp control and
closure activities
Assume the project wonrsquot go according to planhellip
But having a plan tells you when this is happening and how to manage
Change control and corrective action can take place once variances from the plan have been anticipated or actually occurred
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 39
Change Control
All requested change must be
documented and controlled
Ensure Steering Board involvement
in change control process and
approvals
Avoid lsquodeath by a thousand cutsrsquo
and lsquothe scope creeprsquo
Avoid lsquogold platingrsquo
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 40
Controlling your Baseline
Remember to
1 lsquoRebaselinersquo your project when changes are approved
2 Clearly communicate the baseline
Baseline
wwwfalcontrainingcom 41
Discussion
1 Think of projects in your organisation and how
change control has been managed
2 Share some of the good the bad and the uglyhellip
Talk
Letrsquos
wwwfalcontrainingcom 42
Sa
mp
le C
ha
ng
e
Co
ntr
ol T
em
pla
te
Project Name
Prepared by
Date
Person(s) Requesting Change
Change Number
Type of Change Requested
Project Scope Change
Project Budget Change Project Schedule Change
Project ProcurementContract Change Other (specify)
Detailed Description of Change
Reason for Change Requested
Effect on Project Cost
Projected Cost Overrun of approximately
Estimated Cost Reduction of approximately
Effect on Schedule
Planned Project Completion Date
New Project Completion Date
Additional Remarks
Approval Project Manager Date
Approval (Other) Date
43
Closing a Project
All projects must be closed
Gather and document lessons learnt for future projects
Get signoff from project sponsor andor client
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 44
Key Elements of Closure
Plan how your project is going to be closed ()
Contractual Closure
Financial Closure
Lessons Learned
Post Project Review
Benefits Realisation
Project Team Release
wwwfalcontrainingcom 45
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
The Project Life Cycle
Process Groups Interact in a Project
Level of
Effort
TimeStart Finish
Initiating
Process
Group
Planning
Process
Group
Executing
Process
Group
Monitoring amp
Controlling
Process Group
Closing
Process
Group
wwwfalcontrainingcom 46
3 ProgramPortfoliosProject Management (P3) and the PMO
47wwwfalcontrainingcomItrsquos good to know
Projects vs Programs vs Portfolios
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
Next Year
Project 1
Project 2
Project 3
Project 4
Project 5
Program 1
Portfolio 1
wwwfalcontrainingcom 48
Skills Required for
Successful Project
Management
Skills Required for Successful Project Management
Organises resources for the project
Provides direction coordination and integration to the
project team
Responsible for performance and success of the project
Must use the right people at the right time to address the right
issues and make the right decisions
Excellent communication people leadership and stakeholder
management skills
wwwfalcontrainingcom 50
Other roleshellip
Project Steering Board
Project Sponsor
Project Owner
Project Manager
Project Coordinator
Project Administrator
Program Managerhellip
wwwfalcontrainingcom 51
The Role of a Program Manager
wwwfalcontrainingcom 52
Governance
Financial
Management
Infrastructure
Sponsorship
Planning
Resource
Management
Reporting
The Role of a Program Manager
Governance
bullProviding governance
wisdom and guidance
to Project Managers
bullAsking hard questions
but not interfering with
management
Financial Management
bull Implementation of
specific fiscal practices
and controls for
multiple projects
bullReallocation of project
budgets based on
need and availability
Infrastructure
bullThe PMO technology
and other factors in the
work environment
supporting the program
effort
wwwfalcontrainingcom 53
The Role of a Program Manager
Sponsorship
bullProviding accountability
for the project
bullProvide financial
resources
bullAssist project manager
by clearing road blocks
and obtaining resources
for the project
bullAll while not managing
the project
Planning
bullActivities that take place
at multiple levels with
different goals
bullResolving resource
conflicts
Resource Management
bullEnsuring that projects
competing for the same
resources are
adequately provided for
Reporting
bullProviding a holistic view
of the performance of all
projects within the
program and reporting
back to the portfolio
managers
wwwfalcontrainingcom 54
The PMO
55wwwfalcontrainingcomItrsquos good to know
The Project Management Office
Policies
Training
ResourcesProcesses
Standards
PMO
wwwfalcontrainingcom 56
The Project Management Office (PMO)
ldquoAn organisational body or entity assigned various
responsibilities related to the centralised and coordinated
management of those projects under its domainrdquo
ldquoThe responsibilities of a PMO can range from providing
project management support functions to actually being
responsible for the direct management of a projectrdquo
(PMBOKreg 4th ed)
The centre of
project excellence
in your organisation
PMOrsquos function will depend on organisations needs and Project Management maturity
wwwfalcontrainingcom 57
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Project Planning
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 31
32
ldquoA common mistake people
make when trying to design
something fool proof is to
underestimate the ingenuity
of complete foolsrdquo
Douglas Adams author
The Hitchhikers Guide to the Galaxy
(1952-2001)
ldquoIn preparing for battle I
have always found that
plans are useless but
planning is indispensablerdquo
Dwight D Eisenhower (1890 - 1969)
33
ldquoIf I had eight hours to chop
down a tree Irsquod spend six
hours sharpening my axerdquo
Abraham Lincoln (1809 - 1865)
34
Why Plan
PROACTIVE is better than REACTIVE
Avoids waste
Helps to mitigate the effects of failure
Defines your goal and how you intend to get there
Develop measurement metrics ndash budgets time quality
Helps to identify risks early on ie resource conflicts
Produce project estimates ie cost and time estimates
wwwfalcontrainingcom 35
The Planning Approach
Encourage involvement from all
appropriate stakeholders when
planning the project
Make sure plan is detailed
enough to be successful yet
flexible enough to respond to
change
Get sign off on your plan from
higher-level and customer (gives
legitimacy and creates buy in)
Project
planning
is
an
iterative
process
Planning Tips
wwwfalcontrainingcom 36
The Project Management Plan
Outlines best way to manage all areas of the project
Can be one single document or several documents in
different formats
It is NOT a Gantt chart
Is a living and breathing document ndash ie will change as
the project develops
wwwfalcontrainingcom 37
Discussion - The Value of Planning
1 Why do you think it is important to plan
2 How much planning do you think you should do
3 Do things usually go according to plan
Talk
Letrsquos4 Whatrsquos the cost of
planning as of
Project cost
wwwfalcontrainingcom 38
Applying your project plan
Planning is only useful if you use it during project execution
Plan provides the basis for
project execution
monitoring amp control and
closure activities
Assume the project wonrsquot go according to planhellip
But having a plan tells you when this is happening and how to manage
Change control and corrective action can take place once variances from the plan have been anticipated or actually occurred
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 39
Change Control
All requested change must be
documented and controlled
Ensure Steering Board involvement
in change control process and
approvals
Avoid lsquodeath by a thousand cutsrsquo
and lsquothe scope creeprsquo
Avoid lsquogold platingrsquo
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 40
Controlling your Baseline
Remember to
1 lsquoRebaselinersquo your project when changes are approved
2 Clearly communicate the baseline
Baseline
wwwfalcontrainingcom 41
Discussion
1 Think of projects in your organisation and how
change control has been managed
2 Share some of the good the bad and the uglyhellip
Talk
Letrsquos
wwwfalcontrainingcom 42
Sa
mp
le C
ha
ng
e
Co
ntr
ol T
em
pla
te
Project Name
Prepared by
Date
Person(s) Requesting Change
Change Number
Type of Change Requested
Project Scope Change
Project Budget Change Project Schedule Change
Project ProcurementContract Change Other (specify)
Detailed Description of Change
Reason for Change Requested
Effect on Project Cost
Projected Cost Overrun of approximately
Estimated Cost Reduction of approximately
Effect on Schedule
Planned Project Completion Date
New Project Completion Date
Additional Remarks
Approval Project Manager Date
Approval (Other) Date
43
Closing a Project
All projects must be closed
Gather and document lessons learnt for future projects
Get signoff from project sponsor andor client
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 44
Key Elements of Closure
Plan how your project is going to be closed ()
Contractual Closure
Financial Closure
Lessons Learned
Post Project Review
Benefits Realisation
Project Team Release
wwwfalcontrainingcom 45
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
The Project Life Cycle
Process Groups Interact in a Project
Level of
Effort
TimeStart Finish
Initiating
Process
Group
Planning
Process
Group
Executing
Process
Group
Monitoring amp
Controlling
Process Group
Closing
Process
Group
wwwfalcontrainingcom 46
3 ProgramPortfoliosProject Management (P3) and the PMO
47wwwfalcontrainingcomItrsquos good to know
Projects vs Programs vs Portfolios
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
Next Year
Project 1
Project 2
Project 3
Project 4
Project 5
Program 1
Portfolio 1
wwwfalcontrainingcom 48
Skills Required for
Successful Project
Management
Skills Required for Successful Project Management
Organises resources for the project
Provides direction coordination and integration to the
project team
Responsible for performance and success of the project
Must use the right people at the right time to address the right
issues and make the right decisions
Excellent communication people leadership and stakeholder
management skills
wwwfalcontrainingcom 50
Other roleshellip
Project Steering Board
Project Sponsor
Project Owner
Project Manager
Project Coordinator
Project Administrator
Program Managerhellip
wwwfalcontrainingcom 51
The Role of a Program Manager
wwwfalcontrainingcom 52
Governance
Financial
Management
Infrastructure
Sponsorship
Planning
Resource
Management
Reporting
The Role of a Program Manager
Governance
bullProviding governance
wisdom and guidance
to Project Managers
bullAsking hard questions
but not interfering with
management
Financial Management
bull Implementation of
specific fiscal practices
and controls for
multiple projects
bullReallocation of project
budgets based on
need and availability
Infrastructure
bullThe PMO technology
and other factors in the
work environment
supporting the program
effort
wwwfalcontrainingcom 53
The Role of a Program Manager
Sponsorship
bullProviding accountability
for the project
bullProvide financial
resources
bullAssist project manager
by clearing road blocks
and obtaining resources
for the project
bullAll while not managing
the project
Planning
bullActivities that take place
at multiple levels with
different goals
bullResolving resource
conflicts
Resource Management
bullEnsuring that projects
competing for the same
resources are
adequately provided for
Reporting
bullProviding a holistic view
of the performance of all
projects within the
program and reporting
back to the portfolio
managers
wwwfalcontrainingcom 54
The PMO
55wwwfalcontrainingcomItrsquos good to know
The Project Management Office
Policies
Training
ResourcesProcesses
Standards
PMO
wwwfalcontrainingcom 56
The Project Management Office (PMO)
ldquoAn organisational body or entity assigned various
responsibilities related to the centralised and coordinated
management of those projects under its domainrdquo
ldquoThe responsibilities of a PMO can range from providing
project management support functions to actually being
responsible for the direct management of a projectrdquo
(PMBOKreg 4th ed)
The centre of
project excellence
in your organisation
PMOrsquos function will depend on organisations needs and Project Management maturity
wwwfalcontrainingcom 57
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
32
ldquoA common mistake people
make when trying to design
something fool proof is to
underestimate the ingenuity
of complete foolsrdquo
Douglas Adams author
The Hitchhikers Guide to the Galaxy
(1952-2001)
ldquoIn preparing for battle I
have always found that
plans are useless but
planning is indispensablerdquo
Dwight D Eisenhower (1890 - 1969)
33
ldquoIf I had eight hours to chop
down a tree Irsquod spend six
hours sharpening my axerdquo
Abraham Lincoln (1809 - 1865)
34
Why Plan
PROACTIVE is better than REACTIVE
Avoids waste
Helps to mitigate the effects of failure
Defines your goal and how you intend to get there
Develop measurement metrics ndash budgets time quality
Helps to identify risks early on ie resource conflicts
Produce project estimates ie cost and time estimates
wwwfalcontrainingcom 35
The Planning Approach
Encourage involvement from all
appropriate stakeholders when
planning the project
Make sure plan is detailed
enough to be successful yet
flexible enough to respond to
change
Get sign off on your plan from
higher-level and customer (gives
legitimacy and creates buy in)
Project
planning
is
an
iterative
process
Planning Tips
wwwfalcontrainingcom 36
The Project Management Plan
Outlines best way to manage all areas of the project
Can be one single document or several documents in
different formats
It is NOT a Gantt chart
Is a living and breathing document ndash ie will change as
the project develops
wwwfalcontrainingcom 37
Discussion - The Value of Planning
1 Why do you think it is important to plan
2 How much planning do you think you should do
3 Do things usually go according to plan
Talk
Letrsquos4 Whatrsquos the cost of
planning as of
Project cost
wwwfalcontrainingcom 38
Applying your project plan
Planning is only useful if you use it during project execution
Plan provides the basis for
project execution
monitoring amp control and
closure activities
Assume the project wonrsquot go according to planhellip
But having a plan tells you when this is happening and how to manage
Change control and corrective action can take place once variances from the plan have been anticipated or actually occurred
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 39
Change Control
All requested change must be
documented and controlled
Ensure Steering Board involvement
in change control process and
approvals
Avoid lsquodeath by a thousand cutsrsquo
and lsquothe scope creeprsquo
Avoid lsquogold platingrsquo
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 40
Controlling your Baseline
Remember to
1 lsquoRebaselinersquo your project when changes are approved
2 Clearly communicate the baseline
Baseline
wwwfalcontrainingcom 41
Discussion
1 Think of projects in your organisation and how
change control has been managed
2 Share some of the good the bad and the uglyhellip
Talk
Letrsquos
wwwfalcontrainingcom 42
Sa
mp
le C
ha
ng
e
Co
ntr
ol T
em
pla
te
Project Name
Prepared by
Date
Person(s) Requesting Change
Change Number
Type of Change Requested
Project Scope Change
Project Budget Change Project Schedule Change
Project ProcurementContract Change Other (specify)
Detailed Description of Change
Reason for Change Requested
Effect on Project Cost
Projected Cost Overrun of approximately
Estimated Cost Reduction of approximately
Effect on Schedule
Planned Project Completion Date
New Project Completion Date
Additional Remarks
Approval Project Manager Date
Approval (Other) Date
43
Closing a Project
All projects must be closed
Gather and document lessons learnt for future projects
Get signoff from project sponsor andor client
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 44
Key Elements of Closure
Plan how your project is going to be closed ()
Contractual Closure
Financial Closure
Lessons Learned
Post Project Review
Benefits Realisation
Project Team Release
wwwfalcontrainingcom 45
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
The Project Life Cycle
Process Groups Interact in a Project
Level of
Effort
TimeStart Finish
Initiating
Process
Group
Planning
Process
Group
Executing
Process
Group
Monitoring amp
Controlling
Process Group
Closing
Process
Group
wwwfalcontrainingcom 46
3 ProgramPortfoliosProject Management (P3) and the PMO
47wwwfalcontrainingcomItrsquos good to know
Projects vs Programs vs Portfolios
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
Next Year
Project 1
Project 2
Project 3
Project 4
Project 5
Program 1
Portfolio 1
wwwfalcontrainingcom 48
Skills Required for
Successful Project
Management
Skills Required for Successful Project Management
Organises resources for the project
Provides direction coordination and integration to the
project team
Responsible for performance and success of the project
Must use the right people at the right time to address the right
issues and make the right decisions
Excellent communication people leadership and stakeholder
management skills
wwwfalcontrainingcom 50
Other roleshellip
Project Steering Board
Project Sponsor
Project Owner
Project Manager
Project Coordinator
Project Administrator
Program Managerhellip
wwwfalcontrainingcom 51
The Role of a Program Manager
wwwfalcontrainingcom 52
Governance
Financial
Management
Infrastructure
Sponsorship
Planning
Resource
Management
Reporting
The Role of a Program Manager
Governance
bullProviding governance
wisdom and guidance
to Project Managers
bullAsking hard questions
but not interfering with
management
Financial Management
bull Implementation of
specific fiscal practices
and controls for
multiple projects
bullReallocation of project
budgets based on
need and availability
Infrastructure
bullThe PMO technology
and other factors in the
work environment
supporting the program
effort
wwwfalcontrainingcom 53
The Role of a Program Manager
Sponsorship
bullProviding accountability
for the project
bullProvide financial
resources
bullAssist project manager
by clearing road blocks
and obtaining resources
for the project
bullAll while not managing
the project
Planning
bullActivities that take place
at multiple levels with
different goals
bullResolving resource
conflicts
Resource Management
bullEnsuring that projects
competing for the same
resources are
adequately provided for
Reporting
bullProviding a holistic view
of the performance of all
projects within the
program and reporting
back to the portfolio
managers
wwwfalcontrainingcom 54
The PMO
55wwwfalcontrainingcomItrsquos good to know
The Project Management Office
Policies
Training
ResourcesProcesses
Standards
PMO
wwwfalcontrainingcom 56
The Project Management Office (PMO)
ldquoAn organisational body or entity assigned various
responsibilities related to the centralised and coordinated
management of those projects under its domainrdquo
ldquoThe responsibilities of a PMO can range from providing
project management support functions to actually being
responsible for the direct management of a projectrdquo
(PMBOKreg 4th ed)
The centre of
project excellence
in your organisation
PMOrsquos function will depend on organisations needs and Project Management maturity
wwwfalcontrainingcom 57
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
ldquoIn preparing for battle I
have always found that
plans are useless but
planning is indispensablerdquo
Dwight D Eisenhower (1890 - 1969)
33
ldquoIf I had eight hours to chop
down a tree Irsquod spend six
hours sharpening my axerdquo
Abraham Lincoln (1809 - 1865)
34
Why Plan
PROACTIVE is better than REACTIVE
Avoids waste
Helps to mitigate the effects of failure
Defines your goal and how you intend to get there
Develop measurement metrics ndash budgets time quality
Helps to identify risks early on ie resource conflicts
Produce project estimates ie cost and time estimates
wwwfalcontrainingcom 35
The Planning Approach
Encourage involvement from all
appropriate stakeholders when
planning the project
Make sure plan is detailed
enough to be successful yet
flexible enough to respond to
change
Get sign off on your plan from
higher-level and customer (gives
legitimacy and creates buy in)
Project
planning
is
an
iterative
process
Planning Tips
wwwfalcontrainingcom 36
The Project Management Plan
Outlines best way to manage all areas of the project
Can be one single document or several documents in
different formats
It is NOT a Gantt chart
Is a living and breathing document ndash ie will change as
the project develops
wwwfalcontrainingcom 37
Discussion - The Value of Planning
1 Why do you think it is important to plan
2 How much planning do you think you should do
3 Do things usually go according to plan
Talk
Letrsquos4 Whatrsquos the cost of
planning as of
Project cost
wwwfalcontrainingcom 38
Applying your project plan
Planning is only useful if you use it during project execution
Plan provides the basis for
project execution
monitoring amp control and
closure activities
Assume the project wonrsquot go according to planhellip
But having a plan tells you when this is happening and how to manage
Change control and corrective action can take place once variances from the plan have been anticipated or actually occurred
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 39
Change Control
All requested change must be
documented and controlled
Ensure Steering Board involvement
in change control process and
approvals
Avoid lsquodeath by a thousand cutsrsquo
and lsquothe scope creeprsquo
Avoid lsquogold platingrsquo
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 40
Controlling your Baseline
Remember to
1 lsquoRebaselinersquo your project when changes are approved
2 Clearly communicate the baseline
Baseline
wwwfalcontrainingcom 41
Discussion
1 Think of projects in your organisation and how
change control has been managed
2 Share some of the good the bad and the uglyhellip
Talk
Letrsquos
wwwfalcontrainingcom 42
Sa
mp
le C
ha
ng
e
Co
ntr
ol T
em
pla
te
Project Name
Prepared by
Date
Person(s) Requesting Change
Change Number
Type of Change Requested
Project Scope Change
Project Budget Change Project Schedule Change
Project ProcurementContract Change Other (specify)
Detailed Description of Change
Reason for Change Requested
Effect on Project Cost
Projected Cost Overrun of approximately
Estimated Cost Reduction of approximately
Effect on Schedule
Planned Project Completion Date
New Project Completion Date
Additional Remarks
Approval Project Manager Date
Approval (Other) Date
43
Closing a Project
All projects must be closed
Gather and document lessons learnt for future projects
Get signoff from project sponsor andor client
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 44
Key Elements of Closure
Plan how your project is going to be closed ()
Contractual Closure
Financial Closure
Lessons Learned
Post Project Review
Benefits Realisation
Project Team Release
wwwfalcontrainingcom 45
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
The Project Life Cycle
Process Groups Interact in a Project
Level of
Effort
TimeStart Finish
Initiating
Process
Group
Planning
Process
Group
Executing
Process
Group
Monitoring amp
Controlling
Process Group
Closing
Process
Group
wwwfalcontrainingcom 46
3 ProgramPortfoliosProject Management (P3) and the PMO
47wwwfalcontrainingcomItrsquos good to know
Projects vs Programs vs Portfolios
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
Next Year
Project 1
Project 2
Project 3
Project 4
Project 5
Program 1
Portfolio 1
wwwfalcontrainingcom 48
Skills Required for
Successful Project
Management
Skills Required for Successful Project Management
Organises resources for the project
Provides direction coordination and integration to the
project team
Responsible for performance and success of the project
Must use the right people at the right time to address the right
issues and make the right decisions
Excellent communication people leadership and stakeholder
management skills
wwwfalcontrainingcom 50
Other roleshellip
Project Steering Board
Project Sponsor
Project Owner
Project Manager
Project Coordinator
Project Administrator
Program Managerhellip
wwwfalcontrainingcom 51
The Role of a Program Manager
wwwfalcontrainingcom 52
Governance
Financial
Management
Infrastructure
Sponsorship
Planning
Resource
Management
Reporting
The Role of a Program Manager
Governance
bullProviding governance
wisdom and guidance
to Project Managers
bullAsking hard questions
but not interfering with
management
Financial Management
bull Implementation of
specific fiscal practices
and controls for
multiple projects
bullReallocation of project
budgets based on
need and availability
Infrastructure
bullThe PMO technology
and other factors in the
work environment
supporting the program
effort
wwwfalcontrainingcom 53
The Role of a Program Manager
Sponsorship
bullProviding accountability
for the project
bullProvide financial
resources
bullAssist project manager
by clearing road blocks
and obtaining resources
for the project
bullAll while not managing
the project
Planning
bullActivities that take place
at multiple levels with
different goals
bullResolving resource
conflicts
Resource Management
bullEnsuring that projects
competing for the same
resources are
adequately provided for
Reporting
bullProviding a holistic view
of the performance of all
projects within the
program and reporting
back to the portfolio
managers
wwwfalcontrainingcom 54
The PMO
55wwwfalcontrainingcomItrsquos good to know
The Project Management Office
Policies
Training
ResourcesProcesses
Standards
PMO
wwwfalcontrainingcom 56
The Project Management Office (PMO)
ldquoAn organisational body or entity assigned various
responsibilities related to the centralised and coordinated
management of those projects under its domainrdquo
ldquoThe responsibilities of a PMO can range from providing
project management support functions to actually being
responsible for the direct management of a projectrdquo
(PMBOKreg 4th ed)
The centre of
project excellence
in your organisation
PMOrsquos function will depend on organisations needs and Project Management maturity
wwwfalcontrainingcom 57
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
ldquoIf I had eight hours to chop
down a tree Irsquod spend six
hours sharpening my axerdquo
Abraham Lincoln (1809 - 1865)
34
Why Plan
PROACTIVE is better than REACTIVE
Avoids waste
Helps to mitigate the effects of failure
Defines your goal and how you intend to get there
Develop measurement metrics ndash budgets time quality
Helps to identify risks early on ie resource conflicts
Produce project estimates ie cost and time estimates
wwwfalcontrainingcom 35
The Planning Approach
Encourage involvement from all
appropriate stakeholders when
planning the project
Make sure plan is detailed
enough to be successful yet
flexible enough to respond to
change
Get sign off on your plan from
higher-level and customer (gives
legitimacy and creates buy in)
Project
planning
is
an
iterative
process
Planning Tips
wwwfalcontrainingcom 36
The Project Management Plan
Outlines best way to manage all areas of the project
Can be one single document or several documents in
different formats
It is NOT a Gantt chart
Is a living and breathing document ndash ie will change as
the project develops
wwwfalcontrainingcom 37
Discussion - The Value of Planning
1 Why do you think it is important to plan
2 How much planning do you think you should do
3 Do things usually go according to plan
Talk
Letrsquos4 Whatrsquos the cost of
planning as of
Project cost
wwwfalcontrainingcom 38
Applying your project plan
Planning is only useful if you use it during project execution
Plan provides the basis for
project execution
monitoring amp control and
closure activities
Assume the project wonrsquot go according to planhellip
But having a plan tells you when this is happening and how to manage
Change control and corrective action can take place once variances from the plan have been anticipated or actually occurred
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 39
Change Control
All requested change must be
documented and controlled
Ensure Steering Board involvement
in change control process and
approvals
Avoid lsquodeath by a thousand cutsrsquo
and lsquothe scope creeprsquo
Avoid lsquogold platingrsquo
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 40
Controlling your Baseline
Remember to
1 lsquoRebaselinersquo your project when changes are approved
2 Clearly communicate the baseline
Baseline
wwwfalcontrainingcom 41
Discussion
1 Think of projects in your organisation and how
change control has been managed
2 Share some of the good the bad and the uglyhellip
Talk
Letrsquos
wwwfalcontrainingcom 42
Sa
mp
le C
ha
ng
e
Co
ntr
ol T
em
pla
te
Project Name
Prepared by
Date
Person(s) Requesting Change
Change Number
Type of Change Requested
Project Scope Change
Project Budget Change Project Schedule Change
Project ProcurementContract Change Other (specify)
Detailed Description of Change
Reason for Change Requested
Effect on Project Cost
Projected Cost Overrun of approximately
Estimated Cost Reduction of approximately
Effect on Schedule
Planned Project Completion Date
New Project Completion Date
Additional Remarks
Approval Project Manager Date
Approval (Other) Date
43
Closing a Project
All projects must be closed
Gather and document lessons learnt for future projects
Get signoff from project sponsor andor client
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 44
Key Elements of Closure
Plan how your project is going to be closed ()
Contractual Closure
Financial Closure
Lessons Learned
Post Project Review
Benefits Realisation
Project Team Release
wwwfalcontrainingcom 45
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
The Project Life Cycle
Process Groups Interact in a Project
Level of
Effort
TimeStart Finish
Initiating
Process
Group
Planning
Process
Group
Executing
Process
Group
Monitoring amp
Controlling
Process Group
Closing
Process
Group
wwwfalcontrainingcom 46
3 ProgramPortfoliosProject Management (P3) and the PMO
47wwwfalcontrainingcomItrsquos good to know
Projects vs Programs vs Portfolios
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
Next Year
Project 1
Project 2
Project 3
Project 4
Project 5
Program 1
Portfolio 1
wwwfalcontrainingcom 48
Skills Required for
Successful Project
Management
Skills Required for Successful Project Management
Organises resources for the project
Provides direction coordination and integration to the
project team
Responsible for performance and success of the project
Must use the right people at the right time to address the right
issues and make the right decisions
Excellent communication people leadership and stakeholder
management skills
wwwfalcontrainingcom 50
Other roleshellip
Project Steering Board
Project Sponsor
Project Owner
Project Manager
Project Coordinator
Project Administrator
Program Managerhellip
wwwfalcontrainingcom 51
The Role of a Program Manager
wwwfalcontrainingcom 52
Governance
Financial
Management
Infrastructure
Sponsorship
Planning
Resource
Management
Reporting
The Role of a Program Manager
Governance
bullProviding governance
wisdom and guidance
to Project Managers
bullAsking hard questions
but not interfering with
management
Financial Management
bull Implementation of
specific fiscal practices
and controls for
multiple projects
bullReallocation of project
budgets based on
need and availability
Infrastructure
bullThe PMO technology
and other factors in the
work environment
supporting the program
effort
wwwfalcontrainingcom 53
The Role of a Program Manager
Sponsorship
bullProviding accountability
for the project
bullProvide financial
resources
bullAssist project manager
by clearing road blocks
and obtaining resources
for the project
bullAll while not managing
the project
Planning
bullActivities that take place
at multiple levels with
different goals
bullResolving resource
conflicts
Resource Management
bullEnsuring that projects
competing for the same
resources are
adequately provided for
Reporting
bullProviding a holistic view
of the performance of all
projects within the
program and reporting
back to the portfolio
managers
wwwfalcontrainingcom 54
The PMO
55wwwfalcontrainingcomItrsquos good to know
The Project Management Office
Policies
Training
ResourcesProcesses
Standards
PMO
wwwfalcontrainingcom 56
The Project Management Office (PMO)
ldquoAn organisational body or entity assigned various
responsibilities related to the centralised and coordinated
management of those projects under its domainrdquo
ldquoThe responsibilities of a PMO can range from providing
project management support functions to actually being
responsible for the direct management of a projectrdquo
(PMBOKreg 4th ed)
The centre of
project excellence
in your organisation
PMOrsquos function will depend on organisations needs and Project Management maturity
wwwfalcontrainingcom 57
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Why Plan
PROACTIVE is better than REACTIVE
Avoids waste
Helps to mitigate the effects of failure
Defines your goal and how you intend to get there
Develop measurement metrics ndash budgets time quality
Helps to identify risks early on ie resource conflicts
Produce project estimates ie cost and time estimates
wwwfalcontrainingcom 35
The Planning Approach
Encourage involvement from all
appropriate stakeholders when
planning the project
Make sure plan is detailed
enough to be successful yet
flexible enough to respond to
change
Get sign off on your plan from
higher-level and customer (gives
legitimacy and creates buy in)
Project
planning
is
an
iterative
process
Planning Tips
wwwfalcontrainingcom 36
The Project Management Plan
Outlines best way to manage all areas of the project
Can be one single document or several documents in
different formats
It is NOT a Gantt chart
Is a living and breathing document ndash ie will change as
the project develops
wwwfalcontrainingcom 37
Discussion - The Value of Planning
1 Why do you think it is important to plan
2 How much planning do you think you should do
3 Do things usually go according to plan
Talk
Letrsquos4 Whatrsquos the cost of
planning as of
Project cost
wwwfalcontrainingcom 38
Applying your project plan
Planning is only useful if you use it during project execution
Plan provides the basis for
project execution
monitoring amp control and
closure activities
Assume the project wonrsquot go according to planhellip
But having a plan tells you when this is happening and how to manage
Change control and corrective action can take place once variances from the plan have been anticipated or actually occurred
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 39
Change Control
All requested change must be
documented and controlled
Ensure Steering Board involvement
in change control process and
approvals
Avoid lsquodeath by a thousand cutsrsquo
and lsquothe scope creeprsquo
Avoid lsquogold platingrsquo
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 40
Controlling your Baseline
Remember to
1 lsquoRebaselinersquo your project when changes are approved
2 Clearly communicate the baseline
Baseline
wwwfalcontrainingcom 41
Discussion
1 Think of projects in your organisation and how
change control has been managed
2 Share some of the good the bad and the uglyhellip
Talk
Letrsquos
wwwfalcontrainingcom 42
Sa
mp
le C
ha
ng
e
Co
ntr
ol T
em
pla
te
Project Name
Prepared by
Date
Person(s) Requesting Change
Change Number
Type of Change Requested
Project Scope Change
Project Budget Change Project Schedule Change
Project ProcurementContract Change Other (specify)
Detailed Description of Change
Reason for Change Requested
Effect on Project Cost
Projected Cost Overrun of approximately
Estimated Cost Reduction of approximately
Effect on Schedule
Planned Project Completion Date
New Project Completion Date
Additional Remarks
Approval Project Manager Date
Approval (Other) Date
43
Closing a Project
All projects must be closed
Gather and document lessons learnt for future projects
Get signoff from project sponsor andor client
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 44
Key Elements of Closure
Plan how your project is going to be closed ()
Contractual Closure
Financial Closure
Lessons Learned
Post Project Review
Benefits Realisation
Project Team Release
wwwfalcontrainingcom 45
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
The Project Life Cycle
Process Groups Interact in a Project
Level of
Effort
TimeStart Finish
Initiating
Process
Group
Planning
Process
Group
Executing
Process
Group
Monitoring amp
Controlling
Process Group
Closing
Process
Group
wwwfalcontrainingcom 46
3 ProgramPortfoliosProject Management (P3) and the PMO
47wwwfalcontrainingcomItrsquos good to know
Projects vs Programs vs Portfolios
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
Next Year
Project 1
Project 2
Project 3
Project 4
Project 5
Program 1
Portfolio 1
wwwfalcontrainingcom 48
Skills Required for
Successful Project
Management
Skills Required for Successful Project Management
Organises resources for the project
Provides direction coordination and integration to the
project team
Responsible for performance and success of the project
Must use the right people at the right time to address the right
issues and make the right decisions
Excellent communication people leadership and stakeholder
management skills
wwwfalcontrainingcom 50
Other roleshellip
Project Steering Board
Project Sponsor
Project Owner
Project Manager
Project Coordinator
Project Administrator
Program Managerhellip
wwwfalcontrainingcom 51
The Role of a Program Manager
wwwfalcontrainingcom 52
Governance
Financial
Management
Infrastructure
Sponsorship
Planning
Resource
Management
Reporting
The Role of a Program Manager
Governance
bullProviding governance
wisdom and guidance
to Project Managers
bullAsking hard questions
but not interfering with
management
Financial Management
bull Implementation of
specific fiscal practices
and controls for
multiple projects
bullReallocation of project
budgets based on
need and availability
Infrastructure
bullThe PMO technology
and other factors in the
work environment
supporting the program
effort
wwwfalcontrainingcom 53
The Role of a Program Manager
Sponsorship
bullProviding accountability
for the project
bullProvide financial
resources
bullAssist project manager
by clearing road blocks
and obtaining resources
for the project
bullAll while not managing
the project
Planning
bullActivities that take place
at multiple levels with
different goals
bullResolving resource
conflicts
Resource Management
bullEnsuring that projects
competing for the same
resources are
adequately provided for
Reporting
bullProviding a holistic view
of the performance of all
projects within the
program and reporting
back to the portfolio
managers
wwwfalcontrainingcom 54
The PMO
55wwwfalcontrainingcomItrsquos good to know
The Project Management Office
Policies
Training
ResourcesProcesses
Standards
PMO
wwwfalcontrainingcom 56
The Project Management Office (PMO)
ldquoAn organisational body or entity assigned various
responsibilities related to the centralised and coordinated
management of those projects under its domainrdquo
ldquoThe responsibilities of a PMO can range from providing
project management support functions to actually being
responsible for the direct management of a projectrdquo
(PMBOKreg 4th ed)
The centre of
project excellence
in your organisation
PMOrsquos function will depend on organisations needs and Project Management maturity
wwwfalcontrainingcom 57
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
The Planning Approach
Encourage involvement from all
appropriate stakeholders when
planning the project
Make sure plan is detailed
enough to be successful yet
flexible enough to respond to
change
Get sign off on your plan from
higher-level and customer (gives
legitimacy and creates buy in)
Project
planning
is
an
iterative
process
Planning Tips
wwwfalcontrainingcom 36
The Project Management Plan
Outlines best way to manage all areas of the project
Can be one single document or several documents in
different formats
It is NOT a Gantt chart
Is a living and breathing document ndash ie will change as
the project develops
wwwfalcontrainingcom 37
Discussion - The Value of Planning
1 Why do you think it is important to plan
2 How much planning do you think you should do
3 Do things usually go according to plan
Talk
Letrsquos4 Whatrsquos the cost of
planning as of
Project cost
wwwfalcontrainingcom 38
Applying your project plan
Planning is only useful if you use it during project execution
Plan provides the basis for
project execution
monitoring amp control and
closure activities
Assume the project wonrsquot go according to planhellip
But having a plan tells you when this is happening and how to manage
Change control and corrective action can take place once variances from the plan have been anticipated or actually occurred
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 39
Change Control
All requested change must be
documented and controlled
Ensure Steering Board involvement
in change control process and
approvals
Avoid lsquodeath by a thousand cutsrsquo
and lsquothe scope creeprsquo
Avoid lsquogold platingrsquo
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 40
Controlling your Baseline
Remember to
1 lsquoRebaselinersquo your project when changes are approved
2 Clearly communicate the baseline
Baseline
wwwfalcontrainingcom 41
Discussion
1 Think of projects in your organisation and how
change control has been managed
2 Share some of the good the bad and the uglyhellip
Talk
Letrsquos
wwwfalcontrainingcom 42
Sa
mp
le C
ha
ng
e
Co
ntr
ol T
em
pla
te
Project Name
Prepared by
Date
Person(s) Requesting Change
Change Number
Type of Change Requested
Project Scope Change
Project Budget Change Project Schedule Change
Project ProcurementContract Change Other (specify)
Detailed Description of Change
Reason for Change Requested
Effect on Project Cost
Projected Cost Overrun of approximately
Estimated Cost Reduction of approximately
Effect on Schedule
Planned Project Completion Date
New Project Completion Date
Additional Remarks
Approval Project Manager Date
Approval (Other) Date
43
Closing a Project
All projects must be closed
Gather and document lessons learnt for future projects
Get signoff from project sponsor andor client
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 44
Key Elements of Closure
Plan how your project is going to be closed ()
Contractual Closure
Financial Closure
Lessons Learned
Post Project Review
Benefits Realisation
Project Team Release
wwwfalcontrainingcom 45
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
The Project Life Cycle
Process Groups Interact in a Project
Level of
Effort
TimeStart Finish
Initiating
Process
Group
Planning
Process
Group
Executing
Process
Group
Monitoring amp
Controlling
Process Group
Closing
Process
Group
wwwfalcontrainingcom 46
3 ProgramPortfoliosProject Management (P3) and the PMO
47wwwfalcontrainingcomItrsquos good to know
Projects vs Programs vs Portfolios
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
Next Year
Project 1
Project 2
Project 3
Project 4
Project 5
Program 1
Portfolio 1
wwwfalcontrainingcom 48
Skills Required for
Successful Project
Management
Skills Required for Successful Project Management
Organises resources for the project
Provides direction coordination and integration to the
project team
Responsible for performance and success of the project
Must use the right people at the right time to address the right
issues and make the right decisions
Excellent communication people leadership and stakeholder
management skills
wwwfalcontrainingcom 50
Other roleshellip
Project Steering Board
Project Sponsor
Project Owner
Project Manager
Project Coordinator
Project Administrator
Program Managerhellip
wwwfalcontrainingcom 51
The Role of a Program Manager
wwwfalcontrainingcom 52
Governance
Financial
Management
Infrastructure
Sponsorship
Planning
Resource
Management
Reporting
The Role of a Program Manager
Governance
bullProviding governance
wisdom and guidance
to Project Managers
bullAsking hard questions
but not interfering with
management
Financial Management
bull Implementation of
specific fiscal practices
and controls for
multiple projects
bullReallocation of project
budgets based on
need and availability
Infrastructure
bullThe PMO technology
and other factors in the
work environment
supporting the program
effort
wwwfalcontrainingcom 53
The Role of a Program Manager
Sponsorship
bullProviding accountability
for the project
bullProvide financial
resources
bullAssist project manager
by clearing road blocks
and obtaining resources
for the project
bullAll while not managing
the project
Planning
bullActivities that take place
at multiple levels with
different goals
bullResolving resource
conflicts
Resource Management
bullEnsuring that projects
competing for the same
resources are
adequately provided for
Reporting
bullProviding a holistic view
of the performance of all
projects within the
program and reporting
back to the portfolio
managers
wwwfalcontrainingcom 54
The PMO
55wwwfalcontrainingcomItrsquos good to know
The Project Management Office
Policies
Training
ResourcesProcesses
Standards
PMO
wwwfalcontrainingcom 56
The Project Management Office (PMO)
ldquoAn organisational body or entity assigned various
responsibilities related to the centralised and coordinated
management of those projects under its domainrdquo
ldquoThe responsibilities of a PMO can range from providing
project management support functions to actually being
responsible for the direct management of a projectrdquo
(PMBOKreg 4th ed)
The centre of
project excellence
in your organisation
PMOrsquos function will depend on organisations needs and Project Management maturity
wwwfalcontrainingcom 57
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
The Project Management Plan
Outlines best way to manage all areas of the project
Can be one single document or several documents in
different formats
It is NOT a Gantt chart
Is a living and breathing document ndash ie will change as
the project develops
wwwfalcontrainingcom 37
Discussion - The Value of Planning
1 Why do you think it is important to plan
2 How much planning do you think you should do
3 Do things usually go according to plan
Talk
Letrsquos4 Whatrsquos the cost of
planning as of
Project cost
wwwfalcontrainingcom 38
Applying your project plan
Planning is only useful if you use it during project execution
Plan provides the basis for
project execution
monitoring amp control and
closure activities
Assume the project wonrsquot go according to planhellip
But having a plan tells you when this is happening and how to manage
Change control and corrective action can take place once variances from the plan have been anticipated or actually occurred
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 39
Change Control
All requested change must be
documented and controlled
Ensure Steering Board involvement
in change control process and
approvals
Avoid lsquodeath by a thousand cutsrsquo
and lsquothe scope creeprsquo
Avoid lsquogold platingrsquo
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 40
Controlling your Baseline
Remember to
1 lsquoRebaselinersquo your project when changes are approved
2 Clearly communicate the baseline
Baseline
wwwfalcontrainingcom 41
Discussion
1 Think of projects in your organisation and how
change control has been managed
2 Share some of the good the bad and the uglyhellip
Talk
Letrsquos
wwwfalcontrainingcom 42
Sa
mp
le C
ha
ng
e
Co
ntr
ol T
em
pla
te
Project Name
Prepared by
Date
Person(s) Requesting Change
Change Number
Type of Change Requested
Project Scope Change
Project Budget Change Project Schedule Change
Project ProcurementContract Change Other (specify)
Detailed Description of Change
Reason for Change Requested
Effect on Project Cost
Projected Cost Overrun of approximately
Estimated Cost Reduction of approximately
Effect on Schedule
Planned Project Completion Date
New Project Completion Date
Additional Remarks
Approval Project Manager Date
Approval (Other) Date
43
Closing a Project
All projects must be closed
Gather and document lessons learnt for future projects
Get signoff from project sponsor andor client
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 44
Key Elements of Closure
Plan how your project is going to be closed ()
Contractual Closure
Financial Closure
Lessons Learned
Post Project Review
Benefits Realisation
Project Team Release
wwwfalcontrainingcom 45
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
The Project Life Cycle
Process Groups Interact in a Project
Level of
Effort
TimeStart Finish
Initiating
Process
Group
Planning
Process
Group
Executing
Process
Group
Monitoring amp
Controlling
Process Group
Closing
Process
Group
wwwfalcontrainingcom 46
3 ProgramPortfoliosProject Management (P3) and the PMO
47wwwfalcontrainingcomItrsquos good to know
Projects vs Programs vs Portfolios
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
Next Year
Project 1
Project 2
Project 3
Project 4
Project 5
Program 1
Portfolio 1
wwwfalcontrainingcom 48
Skills Required for
Successful Project
Management
Skills Required for Successful Project Management
Organises resources for the project
Provides direction coordination and integration to the
project team
Responsible for performance and success of the project
Must use the right people at the right time to address the right
issues and make the right decisions
Excellent communication people leadership and stakeholder
management skills
wwwfalcontrainingcom 50
Other roleshellip
Project Steering Board
Project Sponsor
Project Owner
Project Manager
Project Coordinator
Project Administrator
Program Managerhellip
wwwfalcontrainingcom 51
The Role of a Program Manager
wwwfalcontrainingcom 52
Governance
Financial
Management
Infrastructure
Sponsorship
Planning
Resource
Management
Reporting
The Role of a Program Manager
Governance
bullProviding governance
wisdom and guidance
to Project Managers
bullAsking hard questions
but not interfering with
management
Financial Management
bull Implementation of
specific fiscal practices
and controls for
multiple projects
bullReallocation of project
budgets based on
need and availability
Infrastructure
bullThe PMO technology
and other factors in the
work environment
supporting the program
effort
wwwfalcontrainingcom 53
The Role of a Program Manager
Sponsorship
bullProviding accountability
for the project
bullProvide financial
resources
bullAssist project manager
by clearing road blocks
and obtaining resources
for the project
bullAll while not managing
the project
Planning
bullActivities that take place
at multiple levels with
different goals
bullResolving resource
conflicts
Resource Management
bullEnsuring that projects
competing for the same
resources are
adequately provided for
Reporting
bullProviding a holistic view
of the performance of all
projects within the
program and reporting
back to the portfolio
managers
wwwfalcontrainingcom 54
The PMO
55wwwfalcontrainingcomItrsquos good to know
The Project Management Office
Policies
Training
ResourcesProcesses
Standards
PMO
wwwfalcontrainingcom 56
The Project Management Office (PMO)
ldquoAn organisational body or entity assigned various
responsibilities related to the centralised and coordinated
management of those projects under its domainrdquo
ldquoThe responsibilities of a PMO can range from providing
project management support functions to actually being
responsible for the direct management of a projectrdquo
(PMBOKreg 4th ed)
The centre of
project excellence
in your organisation
PMOrsquos function will depend on organisations needs and Project Management maturity
wwwfalcontrainingcom 57
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Discussion - The Value of Planning
1 Why do you think it is important to plan
2 How much planning do you think you should do
3 Do things usually go according to plan
Talk
Letrsquos4 Whatrsquos the cost of
planning as of
Project cost
wwwfalcontrainingcom 38
Applying your project plan
Planning is only useful if you use it during project execution
Plan provides the basis for
project execution
monitoring amp control and
closure activities
Assume the project wonrsquot go according to planhellip
But having a plan tells you when this is happening and how to manage
Change control and corrective action can take place once variances from the plan have been anticipated or actually occurred
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 39
Change Control
All requested change must be
documented and controlled
Ensure Steering Board involvement
in change control process and
approvals
Avoid lsquodeath by a thousand cutsrsquo
and lsquothe scope creeprsquo
Avoid lsquogold platingrsquo
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 40
Controlling your Baseline
Remember to
1 lsquoRebaselinersquo your project when changes are approved
2 Clearly communicate the baseline
Baseline
wwwfalcontrainingcom 41
Discussion
1 Think of projects in your organisation and how
change control has been managed
2 Share some of the good the bad and the uglyhellip
Talk
Letrsquos
wwwfalcontrainingcom 42
Sa
mp
le C
ha
ng
e
Co
ntr
ol T
em
pla
te
Project Name
Prepared by
Date
Person(s) Requesting Change
Change Number
Type of Change Requested
Project Scope Change
Project Budget Change Project Schedule Change
Project ProcurementContract Change Other (specify)
Detailed Description of Change
Reason for Change Requested
Effect on Project Cost
Projected Cost Overrun of approximately
Estimated Cost Reduction of approximately
Effect on Schedule
Planned Project Completion Date
New Project Completion Date
Additional Remarks
Approval Project Manager Date
Approval (Other) Date
43
Closing a Project
All projects must be closed
Gather and document lessons learnt for future projects
Get signoff from project sponsor andor client
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 44
Key Elements of Closure
Plan how your project is going to be closed ()
Contractual Closure
Financial Closure
Lessons Learned
Post Project Review
Benefits Realisation
Project Team Release
wwwfalcontrainingcom 45
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
The Project Life Cycle
Process Groups Interact in a Project
Level of
Effort
TimeStart Finish
Initiating
Process
Group
Planning
Process
Group
Executing
Process
Group
Monitoring amp
Controlling
Process Group
Closing
Process
Group
wwwfalcontrainingcom 46
3 ProgramPortfoliosProject Management (P3) and the PMO
47wwwfalcontrainingcomItrsquos good to know
Projects vs Programs vs Portfolios
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
Next Year
Project 1
Project 2
Project 3
Project 4
Project 5
Program 1
Portfolio 1
wwwfalcontrainingcom 48
Skills Required for
Successful Project
Management
Skills Required for Successful Project Management
Organises resources for the project
Provides direction coordination and integration to the
project team
Responsible for performance and success of the project
Must use the right people at the right time to address the right
issues and make the right decisions
Excellent communication people leadership and stakeholder
management skills
wwwfalcontrainingcom 50
Other roleshellip
Project Steering Board
Project Sponsor
Project Owner
Project Manager
Project Coordinator
Project Administrator
Program Managerhellip
wwwfalcontrainingcom 51
The Role of a Program Manager
wwwfalcontrainingcom 52
Governance
Financial
Management
Infrastructure
Sponsorship
Planning
Resource
Management
Reporting
The Role of a Program Manager
Governance
bullProviding governance
wisdom and guidance
to Project Managers
bullAsking hard questions
but not interfering with
management
Financial Management
bull Implementation of
specific fiscal practices
and controls for
multiple projects
bullReallocation of project
budgets based on
need and availability
Infrastructure
bullThe PMO technology
and other factors in the
work environment
supporting the program
effort
wwwfalcontrainingcom 53
The Role of a Program Manager
Sponsorship
bullProviding accountability
for the project
bullProvide financial
resources
bullAssist project manager
by clearing road blocks
and obtaining resources
for the project
bullAll while not managing
the project
Planning
bullActivities that take place
at multiple levels with
different goals
bullResolving resource
conflicts
Resource Management
bullEnsuring that projects
competing for the same
resources are
adequately provided for
Reporting
bullProviding a holistic view
of the performance of all
projects within the
program and reporting
back to the portfolio
managers
wwwfalcontrainingcom 54
The PMO
55wwwfalcontrainingcomItrsquos good to know
The Project Management Office
Policies
Training
ResourcesProcesses
Standards
PMO
wwwfalcontrainingcom 56
The Project Management Office (PMO)
ldquoAn organisational body or entity assigned various
responsibilities related to the centralised and coordinated
management of those projects under its domainrdquo
ldquoThe responsibilities of a PMO can range from providing
project management support functions to actually being
responsible for the direct management of a projectrdquo
(PMBOKreg 4th ed)
The centre of
project excellence
in your organisation
PMOrsquos function will depend on organisations needs and Project Management maturity
wwwfalcontrainingcom 57
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Applying your project plan
Planning is only useful if you use it during project execution
Plan provides the basis for
project execution
monitoring amp control and
closure activities
Assume the project wonrsquot go according to planhellip
But having a plan tells you when this is happening and how to manage
Change control and corrective action can take place once variances from the plan have been anticipated or actually occurred
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 39
Change Control
All requested change must be
documented and controlled
Ensure Steering Board involvement
in change control process and
approvals
Avoid lsquodeath by a thousand cutsrsquo
and lsquothe scope creeprsquo
Avoid lsquogold platingrsquo
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 40
Controlling your Baseline
Remember to
1 lsquoRebaselinersquo your project when changes are approved
2 Clearly communicate the baseline
Baseline
wwwfalcontrainingcom 41
Discussion
1 Think of projects in your organisation and how
change control has been managed
2 Share some of the good the bad and the uglyhellip
Talk
Letrsquos
wwwfalcontrainingcom 42
Sa
mp
le C
ha
ng
e
Co
ntr
ol T
em
pla
te
Project Name
Prepared by
Date
Person(s) Requesting Change
Change Number
Type of Change Requested
Project Scope Change
Project Budget Change Project Schedule Change
Project ProcurementContract Change Other (specify)
Detailed Description of Change
Reason for Change Requested
Effect on Project Cost
Projected Cost Overrun of approximately
Estimated Cost Reduction of approximately
Effect on Schedule
Planned Project Completion Date
New Project Completion Date
Additional Remarks
Approval Project Manager Date
Approval (Other) Date
43
Closing a Project
All projects must be closed
Gather and document lessons learnt for future projects
Get signoff from project sponsor andor client
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 44
Key Elements of Closure
Plan how your project is going to be closed ()
Contractual Closure
Financial Closure
Lessons Learned
Post Project Review
Benefits Realisation
Project Team Release
wwwfalcontrainingcom 45
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
The Project Life Cycle
Process Groups Interact in a Project
Level of
Effort
TimeStart Finish
Initiating
Process
Group
Planning
Process
Group
Executing
Process
Group
Monitoring amp
Controlling
Process Group
Closing
Process
Group
wwwfalcontrainingcom 46
3 ProgramPortfoliosProject Management (P3) and the PMO
47wwwfalcontrainingcomItrsquos good to know
Projects vs Programs vs Portfolios
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
Next Year
Project 1
Project 2
Project 3
Project 4
Project 5
Program 1
Portfolio 1
wwwfalcontrainingcom 48
Skills Required for
Successful Project
Management
Skills Required for Successful Project Management
Organises resources for the project
Provides direction coordination and integration to the
project team
Responsible for performance and success of the project
Must use the right people at the right time to address the right
issues and make the right decisions
Excellent communication people leadership and stakeholder
management skills
wwwfalcontrainingcom 50
Other roleshellip
Project Steering Board
Project Sponsor
Project Owner
Project Manager
Project Coordinator
Project Administrator
Program Managerhellip
wwwfalcontrainingcom 51
The Role of a Program Manager
wwwfalcontrainingcom 52
Governance
Financial
Management
Infrastructure
Sponsorship
Planning
Resource
Management
Reporting
The Role of a Program Manager
Governance
bullProviding governance
wisdom and guidance
to Project Managers
bullAsking hard questions
but not interfering with
management
Financial Management
bull Implementation of
specific fiscal practices
and controls for
multiple projects
bullReallocation of project
budgets based on
need and availability
Infrastructure
bullThe PMO technology
and other factors in the
work environment
supporting the program
effort
wwwfalcontrainingcom 53
The Role of a Program Manager
Sponsorship
bullProviding accountability
for the project
bullProvide financial
resources
bullAssist project manager
by clearing road blocks
and obtaining resources
for the project
bullAll while not managing
the project
Planning
bullActivities that take place
at multiple levels with
different goals
bullResolving resource
conflicts
Resource Management
bullEnsuring that projects
competing for the same
resources are
adequately provided for
Reporting
bullProviding a holistic view
of the performance of all
projects within the
program and reporting
back to the portfolio
managers
wwwfalcontrainingcom 54
The PMO
55wwwfalcontrainingcomItrsquos good to know
The Project Management Office
Policies
Training
ResourcesProcesses
Standards
PMO
wwwfalcontrainingcom 56
The Project Management Office (PMO)
ldquoAn organisational body or entity assigned various
responsibilities related to the centralised and coordinated
management of those projects under its domainrdquo
ldquoThe responsibilities of a PMO can range from providing
project management support functions to actually being
responsible for the direct management of a projectrdquo
(PMBOKreg 4th ed)
The centre of
project excellence
in your organisation
PMOrsquos function will depend on organisations needs and Project Management maturity
wwwfalcontrainingcom 57
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Change Control
All requested change must be
documented and controlled
Ensure Steering Board involvement
in change control process and
approvals
Avoid lsquodeath by a thousand cutsrsquo
and lsquothe scope creeprsquo
Avoid lsquogold platingrsquo
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 40
Controlling your Baseline
Remember to
1 lsquoRebaselinersquo your project when changes are approved
2 Clearly communicate the baseline
Baseline
wwwfalcontrainingcom 41
Discussion
1 Think of projects in your organisation and how
change control has been managed
2 Share some of the good the bad and the uglyhellip
Talk
Letrsquos
wwwfalcontrainingcom 42
Sa
mp
le C
ha
ng
e
Co
ntr
ol T
em
pla
te
Project Name
Prepared by
Date
Person(s) Requesting Change
Change Number
Type of Change Requested
Project Scope Change
Project Budget Change Project Schedule Change
Project ProcurementContract Change Other (specify)
Detailed Description of Change
Reason for Change Requested
Effect on Project Cost
Projected Cost Overrun of approximately
Estimated Cost Reduction of approximately
Effect on Schedule
Planned Project Completion Date
New Project Completion Date
Additional Remarks
Approval Project Manager Date
Approval (Other) Date
43
Closing a Project
All projects must be closed
Gather and document lessons learnt for future projects
Get signoff from project sponsor andor client
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 44
Key Elements of Closure
Plan how your project is going to be closed ()
Contractual Closure
Financial Closure
Lessons Learned
Post Project Review
Benefits Realisation
Project Team Release
wwwfalcontrainingcom 45
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
The Project Life Cycle
Process Groups Interact in a Project
Level of
Effort
TimeStart Finish
Initiating
Process
Group
Planning
Process
Group
Executing
Process
Group
Monitoring amp
Controlling
Process Group
Closing
Process
Group
wwwfalcontrainingcom 46
3 ProgramPortfoliosProject Management (P3) and the PMO
47wwwfalcontrainingcomItrsquos good to know
Projects vs Programs vs Portfolios
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
Next Year
Project 1
Project 2
Project 3
Project 4
Project 5
Program 1
Portfolio 1
wwwfalcontrainingcom 48
Skills Required for
Successful Project
Management
Skills Required for Successful Project Management
Organises resources for the project
Provides direction coordination and integration to the
project team
Responsible for performance and success of the project
Must use the right people at the right time to address the right
issues and make the right decisions
Excellent communication people leadership and stakeholder
management skills
wwwfalcontrainingcom 50
Other roleshellip
Project Steering Board
Project Sponsor
Project Owner
Project Manager
Project Coordinator
Project Administrator
Program Managerhellip
wwwfalcontrainingcom 51
The Role of a Program Manager
wwwfalcontrainingcom 52
Governance
Financial
Management
Infrastructure
Sponsorship
Planning
Resource
Management
Reporting
The Role of a Program Manager
Governance
bullProviding governance
wisdom and guidance
to Project Managers
bullAsking hard questions
but not interfering with
management
Financial Management
bull Implementation of
specific fiscal practices
and controls for
multiple projects
bullReallocation of project
budgets based on
need and availability
Infrastructure
bullThe PMO technology
and other factors in the
work environment
supporting the program
effort
wwwfalcontrainingcom 53
The Role of a Program Manager
Sponsorship
bullProviding accountability
for the project
bullProvide financial
resources
bullAssist project manager
by clearing road blocks
and obtaining resources
for the project
bullAll while not managing
the project
Planning
bullActivities that take place
at multiple levels with
different goals
bullResolving resource
conflicts
Resource Management
bullEnsuring that projects
competing for the same
resources are
adequately provided for
Reporting
bullProviding a holistic view
of the performance of all
projects within the
program and reporting
back to the portfolio
managers
wwwfalcontrainingcom 54
The PMO
55wwwfalcontrainingcomItrsquos good to know
The Project Management Office
Policies
Training
ResourcesProcesses
Standards
PMO
wwwfalcontrainingcom 56
The Project Management Office (PMO)
ldquoAn organisational body or entity assigned various
responsibilities related to the centralised and coordinated
management of those projects under its domainrdquo
ldquoThe responsibilities of a PMO can range from providing
project management support functions to actually being
responsible for the direct management of a projectrdquo
(PMBOKreg 4th ed)
The centre of
project excellence
in your organisation
PMOrsquos function will depend on organisations needs and Project Management maturity
wwwfalcontrainingcom 57
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Controlling your Baseline
Remember to
1 lsquoRebaselinersquo your project when changes are approved
2 Clearly communicate the baseline
Baseline
wwwfalcontrainingcom 41
Discussion
1 Think of projects in your organisation and how
change control has been managed
2 Share some of the good the bad and the uglyhellip
Talk
Letrsquos
wwwfalcontrainingcom 42
Sa
mp
le C
ha
ng
e
Co
ntr
ol T
em
pla
te
Project Name
Prepared by
Date
Person(s) Requesting Change
Change Number
Type of Change Requested
Project Scope Change
Project Budget Change Project Schedule Change
Project ProcurementContract Change Other (specify)
Detailed Description of Change
Reason for Change Requested
Effect on Project Cost
Projected Cost Overrun of approximately
Estimated Cost Reduction of approximately
Effect on Schedule
Planned Project Completion Date
New Project Completion Date
Additional Remarks
Approval Project Manager Date
Approval (Other) Date
43
Closing a Project
All projects must be closed
Gather and document lessons learnt for future projects
Get signoff from project sponsor andor client
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 44
Key Elements of Closure
Plan how your project is going to be closed ()
Contractual Closure
Financial Closure
Lessons Learned
Post Project Review
Benefits Realisation
Project Team Release
wwwfalcontrainingcom 45
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
The Project Life Cycle
Process Groups Interact in a Project
Level of
Effort
TimeStart Finish
Initiating
Process
Group
Planning
Process
Group
Executing
Process
Group
Monitoring amp
Controlling
Process Group
Closing
Process
Group
wwwfalcontrainingcom 46
3 ProgramPortfoliosProject Management (P3) and the PMO
47wwwfalcontrainingcomItrsquos good to know
Projects vs Programs vs Portfolios
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
Next Year
Project 1
Project 2
Project 3
Project 4
Project 5
Program 1
Portfolio 1
wwwfalcontrainingcom 48
Skills Required for
Successful Project
Management
Skills Required for Successful Project Management
Organises resources for the project
Provides direction coordination and integration to the
project team
Responsible for performance and success of the project
Must use the right people at the right time to address the right
issues and make the right decisions
Excellent communication people leadership and stakeholder
management skills
wwwfalcontrainingcom 50
Other roleshellip
Project Steering Board
Project Sponsor
Project Owner
Project Manager
Project Coordinator
Project Administrator
Program Managerhellip
wwwfalcontrainingcom 51
The Role of a Program Manager
wwwfalcontrainingcom 52
Governance
Financial
Management
Infrastructure
Sponsorship
Planning
Resource
Management
Reporting
The Role of a Program Manager
Governance
bullProviding governance
wisdom and guidance
to Project Managers
bullAsking hard questions
but not interfering with
management
Financial Management
bull Implementation of
specific fiscal practices
and controls for
multiple projects
bullReallocation of project
budgets based on
need and availability
Infrastructure
bullThe PMO technology
and other factors in the
work environment
supporting the program
effort
wwwfalcontrainingcom 53
The Role of a Program Manager
Sponsorship
bullProviding accountability
for the project
bullProvide financial
resources
bullAssist project manager
by clearing road blocks
and obtaining resources
for the project
bullAll while not managing
the project
Planning
bullActivities that take place
at multiple levels with
different goals
bullResolving resource
conflicts
Resource Management
bullEnsuring that projects
competing for the same
resources are
adequately provided for
Reporting
bullProviding a holistic view
of the performance of all
projects within the
program and reporting
back to the portfolio
managers
wwwfalcontrainingcom 54
The PMO
55wwwfalcontrainingcomItrsquos good to know
The Project Management Office
Policies
Training
ResourcesProcesses
Standards
PMO
wwwfalcontrainingcom 56
The Project Management Office (PMO)
ldquoAn organisational body or entity assigned various
responsibilities related to the centralised and coordinated
management of those projects under its domainrdquo
ldquoThe responsibilities of a PMO can range from providing
project management support functions to actually being
responsible for the direct management of a projectrdquo
(PMBOKreg 4th ed)
The centre of
project excellence
in your organisation
PMOrsquos function will depend on organisations needs and Project Management maturity
wwwfalcontrainingcom 57
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Discussion
1 Think of projects in your organisation and how
change control has been managed
2 Share some of the good the bad and the uglyhellip
Talk
Letrsquos
wwwfalcontrainingcom 42
Sa
mp
le C
ha
ng
e
Co
ntr
ol T
em
pla
te
Project Name
Prepared by
Date
Person(s) Requesting Change
Change Number
Type of Change Requested
Project Scope Change
Project Budget Change Project Schedule Change
Project ProcurementContract Change Other (specify)
Detailed Description of Change
Reason for Change Requested
Effect on Project Cost
Projected Cost Overrun of approximately
Estimated Cost Reduction of approximately
Effect on Schedule
Planned Project Completion Date
New Project Completion Date
Additional Remarks
Approval Project Manager Date
Approval (Other) Date
43
Closing a Project
All projects must be closed
Gather and document lessons learnt for future projects
Get signoff from project sponsor andor client
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 44
Key Elements of Closure
Plan how your project is going to be closed ()
Contractual Closure
Financial Closure
Lessons Learned
Post Project Review
Benefits Realisation
Project Team Release
wwwfalcontrainingcom 45
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
The Project Life Cycle
Process Groups Interact in a Project
Level of
Effort
TimeStart Finish
Initiating
Process
Group
Planning
Process
Group
Executing
Process
Group
Monitoring amp
Controlling
Process Group
Closing
Process
Group
wwwfalcontrainingcom 46
3 ProgramPortfoliosProject Management (P3) and the PMO
47wwwfalcontrainingcomItrsquos good to know
Projects vs Programs vs Portfolios
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
Next Year
Project 1
Project 2
Project 3
Project 4
Project 5
Program 1
Portfolio 1
wwwfalcontrainingcom 48
Skills Required for
Successful Project
Management
Skills Required for Successful Project Management
Organises resources for the project
Provides direction coordination and integration to the
project team
Responsible for performance and success of the project
Must use the right people at the right time to address the right
issues and make the right decisions
Excellent communication people leadership and stakeholder
management skills
wwwfalcontrainingcom 50
Other roleshellip
Project Steering Board
Project Sponsor
Project Owner
Project Manager
Project Coordinator
Project Administrator
Program Managerhellip
wwwfalcontrainingcom 51
The Role of a Program Manager
wwwfalcontrainingcom 52
Governance
Financial
Management
Infrastructure
Sponsorship
Planning
Resource
Management
Reporting
The Role of a Program Manager
Governance
bullProviding governance
wisdom and guidance
to Project Managers
bullAsking hard questions
but not interfering with
management
Financial Management
bull Implementation of
specific fiscal practices
and controls for
multiple projects
bullReallocation of project
budgets based on
need and availability
Infrastructure
bullThe PMO technology
and other factors in the
work environment
supporting the program
effort
wwwfalcontrainingcom 53
The Role of a Program Manager
Sponsorship
bullProviding accountability
for the project
bullProvide financial
resources
bullAssist project manager
by clearing road blocks
and obtaining resources
for the project
bullAll while not managing
the project
Planning
bullActivities that take place
at multiple levels with
different goals
bullResolving resource
conflicts
Resource Management
bullEnsuring that projects
competing for the same
resources are
adequately provided for
Reporting
bullProviding a holistic view
of the performance of all
projects within the
program and reporting
back to the portfolio
managers
wwwfalcontrainingcom 54
The PMO
55wwwfalcontrainingcomItrsquos good to know
The Project Management Office
Policies
Training
ResourcesProcesses
Standards
PMO
wwwfalcontrainingcom 56
The Project Management Office (PMO)
ldquoAn organisational body or entity assigned various
responsibilities related to the centralised and coordinated
management of those projects under its domainrdquo
ldquoThe responsibilities of a PMO can range from providing
project management support functions to actually being
responsible for the direct management of a projectrdquo
(PMBOKreg 4th ed)
The centre of
project excellence
in your organisation
PMOrsquos function will depend on organisations needs and Project Management maturity
wwwfalcontrainingcom 57
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Sa
mp
le C
ha
ng
e
Co
ntr
ol T
em
pla
te
Project Name
Prepared by
Date
Person(s) Requesting Change
Change Number
Type of Change Requested
Project Scope Change
Project Budget Change Project Schedule Change
Project ProcurementContract Change Other (specify)
Detailed Description of Change
Reason for Change Requested
Effect on Project Cost
Projected Cost Overrun of approximately
Estimated Cost Reduction of approximately
Effect on Schedule
Planned Project Completion Date
New Project Completion Date
Additional Remarks
Approval Project Manager Date
Approval (Other) Date
43
Closing a Project
All projects must be closed
Gather and document lessons learnt for future projects
Get signoff from project sponsor andor client
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 44
Key Elements of Closure
Plan how your project is going to be closed ()
Contractual Closure
Financial Closure
Lessons Learned
Post Project Review
Benefits Realisation
Project Team Release
wwwfalcontrainingcom 45
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
The Project Life Cycle
Process Groups Interact in a Project
Level of
Effort
TimeStart Finish
Initiating
Process
Group
Planning
Process
Group
Executing
Process
Group
Monitoring amp
Controlling
Process Group
Closing
Process
Group
wwwfalcontrainingcom 46
3 ProgramPortfoliosProject Management (P3) and the PMO
47wwwfalcontrainingcomItrsquos good to know
Projects vs Programs vs Portfolios
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
Next Year
Project 1
Project 2
Project 3
Project 4
Project 5
Program 1
Portfolio 1
wwwfalcontrainingcom 48
Skills Required for
Successful Project
Management
Skills Required for Successful Project Management
Organises resources for the project
Provides direction coordination and integration to the
project team
Responsible for performance and success of the project
Must use the right people at the right time to address the right
issues and make the right decisions
Excellent communication people leadership and stakeholder
management skills
wwwfalcontrainingcom 50
Other roleshellip
Project Steering Board
Project Sponsor
Project Owner
Project Manager
Project Coordinator
Project Administrator
Program Managerhellip
wwwfalcontrainingcom 51
The Role of a Program Manager
wwwfalcontrainingcom 52
Governance
Financial
Management
Infrastructure
Sponsorship
Planning
Resource
Management
Reporting
The Role of a Program Manager
Governance
bullProviding governance
wisdom and guidance
to Project Managers
bullAsking hard questions
but not interfering with
management
Financial Management
bull Implementation of
specific fiscal practices
and controls for
multiple projects
bullReallocation of project
budgets based on
need and availability
Infrastructure
bullThe PMO technology
and other factors in the
work environment
supporting the program
effort
wwwfalcontrainingcom 53
The Role of a Program Manager
Sponsorship
bullProviding accountability
for the project
bullProvide financial
resources
bullAssist project manager
by clearing road blocks
and obtaining resources
for the project
bullAll while not managing
the project
Planning
bullActivities that take place
at multiple levels with
different goals
bullResolving resource
conflicts
Resource Management
bullEnsuring that projects
competing for the same
resources are
adequately provided for
Reporting
bullProviding a holistic view
of the performance of all
projects within the
program and reporting
back to the portfolio
managers
wwwfalcontrainingcom 54
The PMO
55wwwfalcontrainingcomItrsquos good to know
The Project Management Office
Policies
Training
ResourcesProcesses
Standards
PMO
wwwfalcontrainingcom 56
The Project Management Office (PMO)
ldquoAn organisational body or entity assigned various
responsibilities related to the centralised and coordinated
management of those projects under its domainrdquo
ldquoThe responsibilities of a PMO can range from providing
project management support functions to actually being
responsible for the direct management of a projectrdquo
(PMBOKreg 4th ed)
The centre of
project excellence
in your organisation
PMOrsquos function will depend on organisations needs and Project Management maturity
wwwfalcontrainingcom 57
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Closing a Project
All projects must be closed
Gather and document lessons learnt for future projects
Get signoff from project sponsor andor client
Phase 1 Initiation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
wwwfalcontrainingcom 44
Key Elements of Closure
Plan how your project is going to be closed ()
Contractual Closure
Financial Closure
Lessons Learned
Post Project Review
Benefits Realisation
Project Team Release
wwwfalcontrainingcom 45
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
The Project Life Cycle
Process Groups Interact in a Project
Level of
Effort
TimeStart Finish
Initiating
Process
Group
Planning
Process
Group
Executing
Process
Group
Monitoring amp
Controlling
Process Group
Closing
Process
Group
wwwfalcontrainingcom 46
3 ProgramPortfoliosProject Management (P3) and the PMO
47wwwfalcontrainingcomItrsquos good to know
Projects vs Programs vs Portfolios
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
Next Year
Project 1
Project 2
Project 3
Project 4
Project 5
Program 1
Portfolio 1
wwwfalcontrainingcom 48
Skills Required for
Successful Project
Management
Skills Required for Successful Project Management
Organises resources for the project
Provides direction coordination and integration to the
project team
Responsible for performance and success of the project
Must use the right people at the right time to address the right
issues and make the right decisions
Excellent communication people leadership and stakeholder
management skills
wwwfalcontrainingcom 50
Other roleshellip
Project Steering Board
Project Sponsor
Project Owner
Project Manager
Project Coordinator
Project Administrator
Program Managerhellip
wwwfalcontrainingcom 51
The Role of a Program Manager
wwwfalcontrainingcom 52
Governance
Financial
Management
Infrastructure
Sponsorship
Planning
Resource
Management
Reporting
The Role of a Program Manager
Governance
bullProviding governance
wisdom and guidance
to Project Managers
bullAsking hard questions
but not interfering with
management
Financial Management
bull Implementation of
specific fiscal practices
and controls for
multiple projects
bullReallocation of project
budgets based on
need and availability
Infrastructure
bullThe PMO technology
and other factors in the
work environment
supporting the program
effort
wwwfalcontrainingcom 53
The Role of a Program Manager
Sponsorship
bullProviding accountability
for the project
bullProvide financial
resources
bullAssist project manager
by clearing road blocks
and obtaining resources
for the project
bullAll while not managing
the project
Planning
bullActivities that take place
at multiple levels with
different goals
bullResolving resource
conflicts
Resource Management
bullEnsuring that projects
competing for the same
resources are
adequately provided for
Reporting
bullProviding a holistic view
of the performance of all
projects within the
program and reporting
back to the portfolio
managers
wwwfalcontrainingcom 54
The PMO
55wwwfalcontrainingcomItrsquos good to know
The Project Management Office
Policies
Training
ResourcesProcesses
Standards
PMO
wwwfalcontrainingcom 56
The Project Management Office (PMO)
ldquoAn organisational body or entity assigned various
responsibilities related to the centralised and coordinated
management of those projects under its domainrdquo
ldquoThe responsibilities of a PMO can range from providing
project management support functions to actually being
responsible for the direct management of a projectrdquo
(PMBOKreg 4th ed)
The centre of
project excellence
in your organisation
PMOrsquos function will depend on organisations needs and Project Management maturity
wwwfalcontrainingcom 57
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Key Elements of Closure
Plan how your project is going to be closed ()
Contractual Closure
Financial Closure
Lessons Learned
Post Project Review
Benefits Realisation
Project Team Release
wwwfalcontrainingcom 45
Phase 1 Init iation
Phase 2 Planning
Phase 3 Execution
Phase 4 Monitoring
Phase 5 Closing
The Project Life Cycle
Process Groups Interact in a Project
Level of
Effort
TimeStart Finish
Initiating
Process
Group
Planning
Process
Group
Executing
Process
Group
Monitoring amp
Controlling
Process Group
Closing
Process
Group
wwwfalcontrainingcom 46
3 ProgramPortfoliosProject Management (P3) and the PMO
47wwwfalcontrainingcomItrsquos good to know
Projects vs Programs vs Portfolios
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
Next Year
Project 1
Project 2
Project 3
Project 4
Project 5
Program 1
Portfolio 1
wwwfalcontrainingcom 48
Skills Required for
Successful Project
Management
Skills Required for Successful Project Management
Organises resources for the project
Provides direction coordination and integration to the
project team
Responsible for performance and success of the project
Must use the right people at the right time to address the right
issues and make the right decisions
Excellent communication people leadership and stakeholder
management skills
wwwfalcontrainingcom 50
Other roleshellip
Project Steering Board
Project Sponsor
Project Owner
Project Manager
Project Coordinator
Project Administrator
Program Managerhellip
wwwfalcontrainingcom 51
The Role of a Program Manager
wwwfalcontrainingcom 52
Governance
Financial
Management
Infrastructure
Sponsorship
Planning
Resource
Management
Reporting
The Role of a Program Manager
Governance
bullProviding governance
wisdom and guidance
to Project Managers
bullAsking hard questions
but not interfering with
management
Financial Management
bull Implementation of
specific fiscal practices
and controls for
multiple projects
bullReallocation of project
budgets based on
need and availability
Infrastructure
bullThe PMO technology
and other factors in the
work environment
supporting the program
effort
wwwfalcontrainingcom 53
The Role of a Program Manager
Sponsorship
bullProviding accountability
for the project
bullProvide financial
resources
bullAssist project manager
by clearing road blocks
and obtaining resources
for the project
bullAll while not managing
the project
Planning
bullActivities that take place
at multiple levels with
different goals
bullResolving resource
conflicts
Resource Management
bullEnsuring that projects
competing for the same
resources are
adequately provided for
Reporting
bullProviding a holistic view
of the performance of all
projects within the
program and reporting
back to the portfolio
managers
wwwfalcontrainingcom 54
The PMO
55wwwfalcontrainingcomItrsquos good to know
The Project Management Office
Policies
Training
ResourcesProcesses
Standards
PMO
wwwfalcontrainingcom 56
The Project Management Office (PMO)
ldquoAn organisational body or entity assigned various
responsibilities related to the centralised and coordinated
management of those projects under its domainrdquo
ldquoThe responsibilities of a PMO can range from providing
project management support functions to actually being
responsible for the direct management of a projectrdquo
(PMBOKreg 4th ed)
The centre of
project excellence
in your organisation
PMOrsquos function will depend on organisations needs and Project Management maturity
wwwfalcontrainingcom 57
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
The Project Life Cycle
Process Groups Interact in a Project
Level of
Effort
TimeStart Finish
Initiating
Process
Group
Planning
Process
Group
Executing
Process
Group
Monitoring amp
Controlling
Process Group
Closing
Process
Group
wwwfalcontrainingcom 46
3 ProgramPortfoliosProject Management (P3) and the PMO
47wwwfalcontrainingcomItrsquos good to know
Projects vs Programs vs Portfolios
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
Next Year
Project 1
Project 2
Project 3
Project 4
Project 5
Program 1
Portfolio 1
wwwfalcontrainingcom 48
Skills Required for
Successful Project
Management
Skills Required for Successful Project Management
Organises resources for the project
Provides direction coordination and integration to the
project team
Responsible for performance and success of the project
Must use the right people at the right time to address the right
issues and make the right decisions
Excellent communication people leadership and stakeholder
management skills
wwwfalcontrainingcom 50
Other roleshellip
Project Steering Board
Project Sponsor
Project Owner
Project Manager
Project Coordinator
Project Administrator
Program Managerhellip
wwwfalcontrainingcom 51
The Role of a Program Manager
wwwfalcontrainingcom 52
Governance
Financial
Management
Infrastructure
Sponsorship
Planning
Resource
Management
Reporting
The Role of a Program Manager
Governance
bullProviding governance
wisdom and guidance
to Project Managers
bullAsking hard questions
but not interfering with
management
Financial Management
bull Implementation of
specific fiscal practices
and controls for
multiple projects
bullReallocation of project
budgets based on
need and availability
Infrastructure
bullThe PMO technology
and other factors in the
work environment
supporting the program
effort
wwwfalcontrainingcom 53
The Role of a Program Manager
Sponsorship
bullProviding accountability
for the project
bullProvide financial
resources
bullAssist project manager
by clearing road blocks
and obtaining resources
for the project
bullAll while not managing
the project
Planning
bullActivities that take place
at multiple levels with
different goals
bullResolving resource
conflicts
Resource Management
bullEnsuring that projects
competing for the same
resources are
adequately provided for
Reporting
bullProviding a holistic view
of the performance of all
projects within the
program and reporting
back to the portfolio
managers
wwwfalcontrainingcom 54
The PMO
55wwwfalcontrainingcomItrsquos good to know
The Project Management Office
Policies
Training
ResourcesProcesses
Standards
PMO
wwwfalcontrainingcom 56
The Project Management Office (PMO)
ldquoAn organisational body or entity assigned various
responsibilities related to the centralised and coordinated
management of those projects under its domainrdquo
ldquoThe responsibilities of a PMO can range from providing
project management support functions to actually being
responsible for the direct management of a projectrdquo
(PMBOKreg 4th ed)
The centre of
project excellence
in your organisation
PMOrsquos function will depend on organisations needs and Project Management maturity
wwwfalcontrainingcom 57
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
3 ProgramPortfoliosProject Management (P3) and the PMO
47wwwfalcontrainingcomItrsquos good to know
Projects vs Programs vs Portfolios
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
Next Year
Project 1
Project 2
Project 3
Project 4
Project 5
Program 1
Portfolio 1
wwwfalcontrainingcom 48
Skills Required for
Successful Project
Management
Skills Required for Successful Project Management
Organises resources for the project
Provides direction coordination and integration to the
project team
Responsible for performance and success of the project
Must use the right people at the right time to address the right
issues and make the right decisions
Excellent communication people leadership and stakeholder
management skills
wwwfalcontrainingcom 50
Other roleshellip
Project Steering Board
Project Sponsor
Project Owner
Project Manager
Project Coordinator
Project Administrator
Program Managerhellip
wwwfalcontrainingcom 51
The Role of a Program Manager
wwwfalcontrainingcom 52
Governance
Financial
Management
Infrastructure
Sponsorship
Planning
Resource
Management
Reporting
The Role of a Program Manager
Governance
bullProviding governance
wisdom and guidance
to Project Managers
bullAsking hard questions
but not interfering with
management
Financial Management
bull Implementation of
specific fiscal practices
and controls for
multiple projects
bullReallocation of project
budgets based on
need and availability
Infrastructure
bullThe PMO technology
and other factors in the
work environment
supporting the program
effort
wwwfalcontrainingcom 53
The Role of a Program Manager
Sponsorship
bullProviding accountability
for the project
bullProvide financial
resources
bullAssist project manager
by clearing road blocks
and obtaining resources
for the project
bullAll while not managing
the project
Planning
bullActivities that take place
at multiple levels with
different goals
bullResolving resource
conflicts
Resource Management
bullEnsuring that projects
competing for the same
resources are
adequately provided for
Reporting
bullProviding a holistic view
of the performance of all
projects within the
program and reporting
back to the portfolio
managers
wwwfalcontrainingcom 54
The PMO
55wwwfalcontrainingcomItrsquos good to know
The Project Management Office
Policies
Training
ResourcesProcesses
Standards
PMO
wwwfalcontrainingcom 56
The Project Management Office (PMO)
ldquoAn organisational body or entity assigned various
responsibilities related to the centralised and coordinated
management of those projects under its domainrdquo
ldquoThe responsibilities of a PMO can range from providing
project management support functions to actually being
responsible for the direct management of a projectrdquo
(PMBOKreg 4th ed)
The centre of
project excellence
in your organisation
PMOrsquos function will depend on organisations needs and Project Management maturity
wwwfalcontrainingcom 57
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Projects vs Programs vs Portfolios
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
Next Year
Project 1
Project 2
Project 3
Project 4
Project 5
Program 1
Portfolio 1
wwwfalcontrainingcom 48
Skills Required for
Successful Project
Management
Skills Required for Successful Project Management
Organises resources for the project
Provides direction coordination and integration to the
project team
Responsible for performance and success of the project
Must use the right people at the right time to address the right
issues and make the right decisions
Excellent communication people leadership and stakeholder
management skills
wwwfalcontrainingcom 50
Other roleshellip
Project Steering Board
Project Sponsor
Project Owner
Project Manager
Project Coordinator
Project Administrator
Program Managerhellip
wwwfalcontrainingcom 51
The Role of a Program Manager
wwwfalcontrainingcom 52
Governance
Financial
Management
Infrastructure
Sponsorship
Planning
Resource
Management
Reporting
The Role of a Program Manager
Governance
bullProviding governance
wisdom and guidance
to Project Managers
bullAsking hard questions
but not interfering with
management
Financial Management
bull Implementation of
specific fiscal practices
and controls for
multiple projects
bullReallocation of project
budgets based on
need and availability
Infrastructure
bullThe PMO technology
and other factors in the
work environment
supporting the program
effort
wwwfalcontrainingcom 53
The Role of a Program Manager
Sponsorship
bullProviding accountability
for the project
bullProvide financial
resources
bullAssist project manager
by clearing road blocks
and obtaining resources
for the project
bullAll while not managing
the project
Planning
bullActivities that take place
at multiple levels with
different goals
bullResolving resource
conflicts
Resource Management
bullEnsuring that projects
competing for the same
resources are
adequately provided for
Reporting
bullProviding a holistic view
of the performance of all
projects within the
program and reporting
back to the portfolio
managers
wwwfalcontrainingcom 54
The PMO
55wwwfalcontrainingcomItrsquos good to know
The Project Management Office
Policies
Training
ResourcesProcesses
Standards
PMO
wwwfalcontrainingcom 56
The Project Management Office (PMO)
ldquoAn organisational body or entity assigned various
responsibilities related to the centralised and coordinated
management of those projects under its domainrdquo
ldquoThe responsibilities of a PMO can range from providing
project management support functions to actually being
responsible for the direct management of a projectrdquo
(PMBOKreg 4th ed)
The centre of
project excellence
in your organisation
PMOrsquos function will depend on organisations needs and Project Management maturity
wwwfalcontrainingcom 57
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Skills Required for
Successful Project
Management
Skills Required for Successful Project Management
Organises resources for the project
Provides direction coordination and integration to the
project team
Responsible for performance and success of the project
Must use the right people at the right time to address the right
issues and make the right decisions
Excellent communication people leadership and stakeholder
management skills
wwwfalcontrainingcom 50
Other roleshellip
Project Steering Board
Project Sponsor
Project Owner
Project Manager
Project Coordinator
Project Administrator
Program Managerhellip
wwwfalcontrainingcom 51
The Role of a Program Manager
wwwfalcontrainingcom 52
Governance
Financial
Management
Infrastructure
Sponsorship
Planning
Resource
Management
Reporting
The Role of a Program Manager
Governance
bullProviding governance
wisdom and guidance
to Project Managers
bullAsking hard questions
but not interfering with
management
Financial Management
bull Implementation of
specific fiscal practices
and controls for
multiple projects
bullReallocation of project
budgets based on
need and availability
Infrastructure
bullThe PMO technology
and other factors in the
work environment
supporting the program
effort
wwwfalcontrainingcom 53
The Role of a Program Manager
Sponsorship
bullProviding accountability
for the project
bullProvide financial
resources
bullAssist project manager
by clearing road blocks
and obtaining resources
for the project
bullAll while not managing
the project
Planning
bullActivities that take place
at multiple levels with
different goals
bullResolving resource
conflicts
Resource Management
bullEnsuring that projects
competing for the same
resources are
adequately provided for
Reporting
bullProviding a holistic view
of the performance of all
projects within the
program and reporting
back to the portfolio
managers
wwwfalcontrainingcom 54
The PMO
55wwwfalcontrainingcomItrsquos good to know
The Project Management Office
Policies
Training
ResourcesProcesses
Standards
PMO
wwwfalcontrainingcom 56
The Project Management Office (PMO)
ldquoAn organisational body or entity assigned various
responsibilities related to the centralised and coordinated
management of those projects under its domainrdquo
ldquoThe responsibilities of a PMO can range from providing
project management support functions to actually being
responsible for the direct management of a projectrdquo
(PMBOKreg 4th ed)
The centre of
project excellence
in your organisation
PMOrsquos function will depend on organisations needs and Project Management maturity
wwwfalcontrainingcom 57
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Skills Required for Successful Project Management
Organises resources for the project
Provides direction coordination and integration to the
project team
Responsible for performance and success of the project
Must use the right people at the right time to address the right
issues and make the right decisions
Excellent communication people leadership and stakeholder
management skills
wwwfalcontrainingcom 50
Other roleshellip
Project Steering Board
Project Sponsor
Project Owner
Project Manager
Project Coordinator
Project Administrator
Program Managerhellip
wwwfalcontrainingcom 51
The Role of a Program Manager
wwwfalcontrainingcom 52
Governance
Financial
Management
Infrastructure
Sponsorship
Planning
Resource
Management
Reporting
The Role of a Program Manager
Governance
bullProviding governance
wisdom and guidance
to Project Managers
bullAsking hard questions
but not interfering with
management
Financial Management
bull Implementation of
specific fiscal practices
and controls for
multiple projects
bullReallocation of project
budgets based on
need and availability
Infrastructure
bullThe PMO technology
and other factors in the
work environment
supporting the program
effort
wwwfalcontrainingcom 53
The Role of a Program Manager
Sponsorship
bullProviding accountability
for the project
bullProvide financial
resources
bullAssist project manager
by clearing road blocks
and obtaining resources
for the project
bullAll while not managing
the project
Planning
bullActivities that take place
at multiple levels with
different goals
bullResolving resource
conflicts
Resource Management
bullEnsuring that projects
competing for the same
resources are
adequately provided for
Reporting
bullProviding a holistic view
of the performance of all
projects within the
program and reporting
back to the portfolio
managers
wwwfalcontrainingcom 54
The PMO
55wwwfalcontrainingcomItrsquos good to know
The Project Management Office
Policies
Training
ResourcesProcesses
Standards
PMO
wwwfalcontrainingcom 56
The Project Management Office (PMO)
ldquoAn organisational body or entity assigned various
responsibilities related to the centralised and coordinated
management of those projects under its domainrdquo
ldquoThe responsibilities of a PMO can range from providing
project management support functions to actually being
responsible for the direct management of a projectrdquo
(PMBOKreg 4th ed)
The centre of
project excellence
in your organisation
PMOrsquos function will depend on organisations needs and Project Management maturity
wwwfalcontrainingcom 57
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Other roleshellip
Project Steering Board
Project Sponsor
Project Owner
Project Manager
Project Coordinator
Project Administrator
Program Managerhellip
wwwfalcontrainingcom 51
The Role of a Program Manager
wwwfalcontrainingcom 52
Governance
Financial
Management
Infrastructure
Sponsorship
Planning
Resource
Management
Reporting
The Role of a Program Manager
Governance
bullProviding governance
wisdom and guidance
to Project Managers
bullAsking hard questions
but not interfering with
management
Financial Management
bull Implementation of
specific fiscal practices
and controls for
multiple projects
bullReallocation of project
budgets based on
need and availability
Infrastructure
bullThe PMO technology
and other factors in the
work environment
supporting the program
effort
wwwfalcontrainingcom 53
The Role of a Program Manager
Sponsorship
bullProviding accountability
for the project
bullProvide financial
resources
bullAssist project manager
by clearing road blocks
and obtaining resources
for the project
bullAll while not managing
the project
Planning
bullActivities that take place
at multiple levels with
different goals
bullResolving resource
conflicts
Resource Management
bullEnsuring that projects
competing for the same
resources are
adequately provided for
Reporting
bullProviding a holistic view
of the performance of all
projects within the
program and reporting
back to the portfolio
managers
wwwfalcontrainingcom 54
The PMO
55wwwfalcontrainingcomItrsquos good to know
The Project Management Office
Policies
Training
ResourcesProcesses
Standards
PMO
wwwfalcontrainingcom 56
The Project Management Office (PMO)
ldquoAn organisational body or entity assigned various
responsibilities related to the centralised and coordinated
management of those projects under its domainrdquo
ldquoThe responsibilities of a PMO can range from providing
project management support functions to actually being
responsible for the direct management of a projectrdquo
(PMBOKreg 4th ed)
The centre of
project excellence
in your organisation
PMOrsquos function will depend on organisations needs and Project Management maturity
wwwfalcontrainingcom 57
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
The Role of a Program Manager
wwwfalcontrainingcom 52
Governance
Financial
Management
Infrastructure
Sponsorship
Planning
Resource
Management
Reporting
The Role of a Program Manager
Governance
bullProviding governance
wisdom and guidance
to Project Managers
bullAsking hard questions
but not interfering with
management
Financial Management
bull Implementation of
specific fiscal practices
and controls for
multiple projects
bullReallocation of project
budgets based on
need and availability
Infrastructure
bullThe PMO technology
and other factors in the
work environment
supporting the program
effort
wwwfalcontrainingcom 53
The Role of a Program Manager
Sponsorship
bullProviding accountability
for the project
bullProvide financial
resources
bullAssist project manager
by clearing road blocks
and obtaining resources
for the project
bullAll while not managing
the project
Planning
bullActivities that take place
at multiple levels with
different goals
bullResolving resource
conflicts
Resource Management
bullEnsuring that projects
competing for the same
resources are
adequately provided for
Reporting
bullProviding a holistic view
of the performance of all
projects within the
program and reporting
back to the portfolio
managers
wwwfalcontrainingcom 54
The PMO
55wwwfalcontrainingcomItrsquos good to know
The Project Management Office
Policies
Training
ResourcesProcesses
Standards
PMO
wwwfalcontrainingcom 56
The Project Management Office (PMO)
ldquoAn organisational body or entity assigned various
responsibilities related to the centralised and coordinated
management of those projects under its domainrdquo
ldquoThe responsibilities of a PMO can range from providing
project management support functions to actually being
responsible for the direct management of a projectrdquo
(PMBOKreg 4th ed)
The centre of
project excellence
in your organisation
PMOrsquos function will depend on organisations needs and Project Management maturity
wwwfalcontrainingcom 57
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
The Role of a Program Manager
Governance
bullProviding governance
wisdom and guidance
to Project Managers
bullAsking hard questions
but not interfering with
management
Financial Management
bull Implementation of
specific fiscal practices
and controls for
multiple projects
bullReallocation of project
budgets based on
need and availability
Infrastructure
bullThe PMO technology
and other factors in the
work environment
supporting the program
effort
wwwfalcontrainingcom 53
The Role of a Program Manager
Sponsorship
bullProviding accountability
for the project
bullProvide financial
resources
bullAssist project manager
by clearing road blocks
and obtaining resources
for the project
bullAll while not managing
the project
Planning
bullActivities that take place
at multiple levels with
different goals
bullResolving resource
conflicts
Resource Management
bullEnsuring that projects
competing for the same
resources are
adequately provided for
Reporting
bullProviding a holistic view
of the performance of all
projects within the
program and reporting
back to the portfolio
managers
wwwfalcontrainingcom 54
The PMO
55wwwfalcontrainingcomItrsquos good to know
The Project Management Office
Policies
Training
ResourcesProcesses
Standards
PMO
wwwfalcontrainingcom 56
The Project Management Office (PMO)
ldquoAn organisational body or entity assigned various
responsibilities related to the centralised and coordinated
management of those projects under its domainrdquo
ldquoThe responsibilities of a PMO can range from providing
project management support functions to actually being
responsible for the direct management of a projectrdquo
(PMBOKreg 4th ed)
The centre of
project excellence
in your organisation
PMOrsquos function will depend on organisations needs and Project Management maturity
wwwfalcontrainingcom 57
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
The Role of a Program Manager
Sponsorship
bullProviding accountability
for the project
bullProvide financial
resources
bullAssist project manager
by clearing road blocks
and obtaining resources
for the project
bullAll while not managing
the project
Planning
bullActivities that take place
at multiple levels with
different goals
bullResolving resource
conflicts
Resource Management
bullEnsuring that projects
competing for the same
resources are
adequately provided for
Reporting
bullProviding a holistic view
of the performance of all
projects within the
program and reporting
back to the portfolio
managers
wwwfalcontrainingcom 54
The PMO
55wwwfalcontrainingcomItrsquos good to know
The Project Management Office
Policies
Training
ResourcesProcesses
Standards
PMO
wwwfalcontrainingcom 56
The Project Management Office (PMO)
ldquoAn organisational body or entity assigned various
responsibilities related to the centralised and coordinated
management of those projects under its domainrdquo
ldquoThe responsibilities of a PMO can range from providing
project management support functions to actually being
responsible for the direct management of a projectrdquo
(PMBOKreg 4th ed)
The centre of
project excellence
in your organisation
PMOrsquos function will depend on organisations needs and Project Management maturity
wwwfalcontrainingcom 57
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
The PMO
55wwwfalcontrainingcomItrsquos good to know
The Project Management Office
Policies
Training
ResourcesProcesses
Standards
PMO
wwwfalcontrainingcom 56
The Project Management Office (PMO)
ldquoAn organisational body or entity assigned various
responsibilities related to the centralised and coordinated
management of those projects under its domainrdquo
ldquoThe responsibilities of a PMO can range from providing
project management support functions to actually being
responsible for the direct management of a projectrdquo
(PMBOKreg 4th ed)
The centre of
project excellence
in your organisation
PMOrsquos function will depend on organisations needs and Project Management maturity
wwwfalcontrainingcom 57
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
The Project Management Office
Policies
Training
ResourcesProcesses
Standards
PMO
wwwfalcontrainingcom 56
The Project Management Office (PMO)
ldquoAn organisational body or entity assigned various
responsibilities related to the centralised and coordinated
management of those projects under its domainrdquo
ldquoThe responsibilities of a PMO can range from providing
project management support functions to actually being
responsible for the direct management of a projectrdquo
(PMBOKreg 4th ed)
The centre of
project excellence
in your organisation
PMOrsquos function will depend on organisations needs and Project Management maturity
wwwfalcontrainingcom 57
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
The Project Management Office (PMO)
ldquoAn organisational body or entity assigned various
responsibilities related to the centralised and coordinated
management of those projects under its domainrdquo
ldquoThe responsibilities of a PMO can range from providing
project management support functions to actually being
responsible for the direct management of a projectrdquo
(PMBOKreg 4th ed)
The centre of
project excellence
in your organisation
PMOrsquos function will depend on organisations needs and Project Management maturity
wwwfalcontrainingcom 57
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Purpose of a PMO
bull Organisations with any form of PMO perform
better than organizations without a PMOPerformance
bull Regardless of whether or not your
organisation permits any type of PMO
practitioners need support amp development
Support
wwwfalcontrainingcom 58
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Real World
The last 3 years has seen a decrease in PMOrsquos despite
clear evidence showing organisations with PMO
out perform organisations without a PMO
PMOrsquos are often seen as an unnecessary overhead
wwwfalcontrainingcom 59
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
PMO Functions
Project Reporting
Portfolio Management
Project Selection
Recruitment of Project Managers
Training
Program Management
Administering the
methodology
wwwfalcontrainingcom 60
Po
ssib
le P
MO
Fu
nc
tio
ns
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Types of PMO
Types of PMOSupportive Controlling Directive
wwwfalcontrainingcom 61
Provides support in the
form of on-demand
expertise templates
best practices access
to information and
expertise on other
projects and the like
In organisations where
there is a desire to rein in
the activities processes
procedures
documentation and more
- a controlling PMO can
accomplish that
This type goes beyond
control and actually takes
over the projects by
providing the project
management experience
and resources to manage
the project
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Community of Practice (CoP)
Organise your project management practitioners to attend regular
forums with defined topics for sharing ideas and experience
Make sure you point out the benefits to senior management to get
their buy-in and support
If your organisation isnrsquot quite ready for a PMO
consider a community of practice (or stealth PMO)
CoP Pro Tips
wwwfalcontrainingcom 62
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Benefits of a Stealth PMO
Self-organising amp
Practitioner lead
Reflects current levels of
organisational project
management competency
and contributes to improve this
Only exists if it delivers benefits
Can lead to justifying a non-stealth PMO and provide a head start
wwwfalcontrainingcom 63
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Discussion
1 Do you currently have the role of Program Manager in
your organisation How does it differ from Project
managers
2 Do you have a PMO (PMOrsquos) If so what type and what
do they do what value do they add
TalkLetrsquos
wwwfalcontrainingcom 64
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
4 Project Sponsorship and Governance
65wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Discussion
1 What is Project Governance how would you describe
the difference between project governance and
project management
2 How would you describe the role of the project sponsor
3 Whatrsquos your experience of Project Sponsorship
4 Common issues
TalkLetrsquos
wwwfalcontrainingcom 66
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Project Sponsor
lsquoSingle wring-able
neckrsquo
The person ultimately
accountable
Road block remover
Change champion
Visionary for the project
Provides inspiration and direction
Provider of resources
Coach
wwwfalcontrainingcom 67
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Project Sponsor Responsibilities
wwwfalcontrainingcom 68
Provide
direction amp guidance
Identify
benefits
Make
Gono-Go decisions
Resolve inter
project issuesAssist with
stakeholder commitment
Evaluate
project success
Manage
Steering Committee
Provide view
of political sensitivities
Negotiate
funding
Help
develop charter
Review amp
approve key deliverables
Assist with
project visibility
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Project Funding
wwwfalcontrainingcom 69
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Steering Committees
PurposeOversee and ensure
the delivery of specific projects
ResponsibilityAny business
issues associated with the project
MembershipProvide guidance
and support to those directly responsible
for running a project
Typically key senior
stakeholders ndashdepending on the
project may be vendorspartners representatives
PMs who report to Steering Committee
should not be a member Pro Tip Ensure you have great communication with
your steering committee members 70
LogisticsChaired by Project Sponsor
Should have admincoordination
available accurate minutes amp actions
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Sponsor vs Project Manager
Why do the project
Any changes needed
Benefits realised
What to do
How to do it
End result
Sponsor Project Manager
wwwfalcontrainingcom 71
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Factors influencing project success
High level of PM capability
Projects aligned with corporate strategy
Co-ordinate projects with
PMO
Provide effective sponsorship for projects
Use business cases to initiate projects
Actively manage risks
Report regularly
Report variations and implement restorative actions
Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Causes of Project Failure
Poor planning andor
inadequate process
Inefficient way to document and track progress
Poor leadershipat any level
Lack of a PMO
Failure to set expectationsand manage
them
Inadequately-trained project
managers
Inaccurate cost estimation
Lack of communication
at any level
Culture or ethical misalignment
Competingpriorities
Disregard of project warning
signs
Poorly defined communicated
agreed and controlled scope
wwwfalcontrainingcom 73
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Discussion
1 Which of these aspects look familiar
What can you do about it when you go back to the office
2 Should a Project Manager have technical skills in the area in which he or
she is working
3 Do you think project failure is unfairly attributed to the Project Manager
Talk
Letrsquos
wwwfalcontrainingcom 74
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
5 Communications and Stakeholder Management
75wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Communication Management
50 of that time is
spent communicating
with the team
Communication is a PMrsquos most
important skill
Project Management
is all about
Communication
90 of a project managerrsquos time is
spent communicating
A PM should
control the
communications
process
howeverhellip The PM
should not be in involved in every
communication
wwwfalcontrainingcom 76
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
The Communications Model
wwwfalcontrainingcom 77
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Stakeholder Identification
Identify all stakeholders on the project
A stakeholder is anyone who can affect or be
affected by the project
Define their Power and Interest in the project
wwwfalcontrainingcom 78
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
The Stakeholder Matrix
Keep Satisfied
Manage Closely
Monitor (minimum effort)
Keep informed
Po
we
r
InterestLow High
Low
Hig
h
wwwfalcontrainingcom 79
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Communication Management Plan
Who
How
What
How often
By who
Feedback
wwwfalcontrainingcom 80
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Exercise
1 Populate a stakeholder analysis and determine power
and interest
2 Develop a communications plan for a project your are
workinghave worked on
wwwfalcontrainingcom 81
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
6 Leading High Performing Teams
82wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Building the Project Team
Team building built upon strong personal skills is a critical
element of Project Management
Plan and decide how you will
Staff
o Internal external full time part time
Manage
Assess and Improve the project team
wwwfalcontrainingcom 83
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Discussion
What are some of the characteristics of
a high performing team
wwwfalcontrainingcom 84
Talk
Letrsquos
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Conditions Favourable to the Development of High Performance Project Teams
1 Ten or less team members
2 Voluntary team membership
3 Continuous service on the team - stability
4 Full-time assignment to the team
5 An organisation culture of cooperation and trust
6 Members report only to the project manager
7 All relevant functional areas are represented on the team
8 The project has a compelling objective
9 Members are in speaking distance of each other ndash co location
wwwfalcontrainingcom 85
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Recruiting Project Team Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit
Who to recruit
Problem solving ability
Availability
Technical expertise
Credibility
Connections
Ambition initiative amp energy
wwwfalcontrainingcom 86
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Project Team Meetings
The first project team meeting
Overview of the project
Address interpersonal concerns
Model how the team is going to work
together
Establish ground rules
Meeting Agenda
Start finish times
Preparation for meeting
Communication
Action points who and whenwwwfalcontrainingcom 87
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Creating a Shared Vision
Vision is
An image a project team holds in common about how the
project looks upon completion
It unites amp inspires team members to give their best
Qualities of effective vision
1 Must be able to be communicated to the team members
2 Must be challenging and realistic
3 The PM must believe in and must have passion
wwwfalcontrainingcom 88
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Managing Team Conflict
Functional
bull Encourage dissent by asking tough questions
bull Bring in people with different points of viewas devils advocate
bull Ask the team to consider an unthinkable alternative
Dysfunctional
bull Mediate
bull Arbitrate
bull Control the conflict
bull Accept or Eliminate the conflict
wwwfalcontrainingcom 89
Encourage Manage
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Off-site breaks
View an inspirational message
or movie
Sponsor pep talk etc
Formal techniques
Outside facilitation
Work through issues affecting
performance
Outside activity
Ideally one which provides an
intense common experience to
promote social development of
the team
wwwfalcontrainingcom 90
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Managing Virtual Project Teams
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Share the pain in terms of multiple time zones
wwwfalcontrainingcom 91
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Typical Project Management Team Structure
Project Steering GroupCommittee
Project Manager
Project Team
Wider Project TeamSupport Team
wwwfalcontrainingcom 92
Made up of senior personnel within the
organisation and also maybe the client Responsible for governance
Responsible for the project and
the project team
Those team members doing
the most work on the project
Personnel who you may use occasionally or
who need to be informed and consulted
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Project Team Pitfalls
wwwfalcontrainingcom 93
Bureaucratic Bypass
Syndrome
Team Adoption
Team Spirit becomes
Team Infatuation
Groupthink
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Leadership Styles
wwwfalcontrainingcom 94
Lea
de
rsh
ip S
tyle
Project Timeline
Au
toc
rati
cP
art
icip
ati
ve
Early Phases Late Phases
Directing Leader
Coaching Leader
Facilitating Leader
Supporting Leader
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Forms of Power
Reward Expert Legitimate
Referent Punishment
wwwfalcontrainingcom 95
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Emotional Competencies
Managerial Competencies
Intellectual Competencies
Personal Foundation
Engaging Communication
Managing Resources
Empowering
Developing
Achieving
Critical Analysis amp Judgement
Vision and Integration
Strategic Perspective
Self-Awareness
Emotional Resilience
Motivation
Sensitivity
Influence
Intuitiveness
Conscientiousness
A Model for Leadershipadapted from Turner and Muller
wwwfalcontrainingcom 96
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
The 15 Competencies of LeadershipM
an
ag
eria
l
bull Engaging
communication
bull Managing resources
bull Empowering
bull Developing
bull Achieving Inte
llec
tua
l
bull Critical analysis and
judgement
bull Vision amp integration
bull Strategic
perspective
Em
otio
na
l
bull Self-awareness
bull Emotional resilience
bull Motivation
bull Sensitivity
bull Influence
bull Intuitiveness
bull Conscientiousness
wwwfalcontrainingcom 97
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Personal Foundation ndash Itrsquos important
An authentic personal foundation
is central to leadership
wwwfalcontrainingcom 98
You will be required to draw on and display these qualities in many circumstances
A strong authentic personal foundation is constant in all leadership situations
Without a strong personal foundation the dark narcissistic side of leadership can
take hold
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Discussion
1 What would people say
about your leadership style
wwwfalcontrainingcom 99
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 100
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
7 Applying what wersquove learned ndash Lessons from The Titanic
101wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Leading High performing Teams
Video
Lessons from history - The Titanic
As groups answer the following questions
1 Could better project management prevented the disaster
2 Why did it really happen
3 How much impact did the previous project (The Olympic) have on the
disaster
4 How relevant are some of these lessons to your roles amp projects in your
organisationdivision
Titanic Lessons for Modern Projects v11pdf
Itrsquos good to know wwwfalcontrainingcom 102
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
wwwfalcontrainingcom 103
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Course Outline
1 Introduction to the profession of project management
2 The Project Lifecycle Project selection justification prioritization
and authorization
3 Portfolio program project management and the PMO
4 Project Sponsorship and Governance
5 Effective stakeholder management and communications
6 Leading high performing teams
7 Case Study ndash The Titanic
wwwfalcontrainingcom 104
Feedback
please
wwwsurveymonkeycomrFalconTrainingCourseFeedback
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know
Thank You
Falcon Training
wwwfalcontrainingcom
infofalcontrainingcom
105wwwfalcontrainingcomItrsquos good to know