1 / 23

The Project Management Kung Fu Theater

The Project Management Kung Fu Theater. Kerry R. Wills, PMP Director The Hartford Financial Services Group. Objectives. How many people have seen a classic Kung Fu movie?. Project Management resembles these. Objectives. Identify different styles.

ashleymurphy
Download Presentation

The Project Management Kung Fu Theater

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. The Project Management Kung Fu Theater Kerry R. Wills, PMP Director The Hartford Financial Services Group

  2. Objectives How many people have seen a classic Kung Fu movie? • Project Management resembles these Objectives • Identify different styles • Discover new techniques for being effective • Come away with a different way of thinking

  3. Kung Fu Theater What are Characteristics of Kung Fu Movies? • Story • Superhuman moves • Different techniques • Words not matching lips Just like Project Management

  4. Monkey Dragon Cat Crane Snake The Styles

  5. The Styles Dragon • Aggressive • Breathes fire • Direct • Fear is a motivator

  6. The Styles Crane • Stick out their necks • Take risks • Anything is possible

  7. The Styles Snake • Sneaky • Doesn’t give out information • Good talkers

  8. The Styles Monkey • Gregarious • Everyone’s friend • Team camaraderie

  9. The Styles Cat • Cautious • Reluctant to act quickly • Likes all information

  10. The Styles When Would You Use Each Style? Use Don’t Use • Expectations set, but not met • Work not done • Early in project • Experienced team

  11. The Styles When Would You Use Each Style? Use Don’t Use • Creative projects • Deadlines not critical • Schedule constraints • Big implications

  12. The Styles When Would You Use Each Style? Use Don’t Use • Big problems • Early in project • Minor problems

  13. The Styles When Would You Use Each Style? Use Don’t Use • Early in project • Stress reliever • Problems that require addressing

  14. The Styles When Would You Use Each Style? Use Don’t Use • Need to consider big implications • Minor decisions • Info not available

  15. The Styles What other styles can you think of? • The Drunken Monkey • The Chameleon

  16. Practice and Discipline • Practice is necessary to attain mastery • Can’t learn from a Kung Fu book • You want to take some punches • Experience is the best teacher • Discipline is critical to success • The 36 Chambers • Frameworks

  17. Scoping – Business case writing • Scoping – CBA creation • Scoping – Estimation • Scoping – Resource Planning • Scoping – Product/Vendor Analysis • Req – Business Process Redesign • Req – Use Case writing • Req – UML Diagrams • Req – Rules mining • Req – Context Diagramming • Des – Designing systems • Des – Logical Data Modeling • Des – Test Planning • Des – Usability Testing • Des – Infrastructure planning • Des – Organizational Impact Analysis • Build – Coding • Build – Unit Testing • Build – Assembly Testing • Build – Test Script Writing • Build – Implementation Planning • Test – System Testing • Test – Regression Testing • Implement – Release Management • Management – Project planning • Management – Budget tracking/analysis • Management – Executive presentations • Management – Conflict resolution • Management – Meeting facilitation • Management – Team empowerment • Management – Vendor management • Management – Risk management • Management – Issue management • Management – Change Management • Management – Resource Coordination • Management – Communication 36 Chambers Understand of all aspects of a project

  18. Unexpected Punches There will always be unexpected punches • The master always took a beating first • Experience and training will prepare you • You know some will land • Risk Management

  19. Breaking Boards Who knows how to break boards? • Aim for six inches beyond the target • You still need to hit the target • Focus on the short term and long term goals

  20. Five Deadly Venoms “5 Deadly Venoms” of Projects 1. Not having proper sponsorship 2. No process rigor 3. Not taking ownership 4. Wrong match of people 5. Not empowering the team

  21. Voice-Overs Words don’t always match lips Original Voice-Over The project is going well The project is going great The project has problems The project is going great The project is in trouble The project is going great We pray that we can do it We have a plan The project will never work The project has some risks The team is looking on Monster.com We have some potential show stoppers

  22. Summary • PMs are Super-human warriors • Use the techniques when appropriate • Continue to work on practice and discipline • There will still be some kicks • Watch for the venoms • Make sure your words match your lips Keep the cauldrons warm

  23. Contact Information Kerry R. Wills, PMP Kerry.Wills@thehartford.com 1-860-547-5268

More Related