ANAGEMENT

1. P ROJECT M ANAGEMENT Improving Individual and Organizational Performance Mark Cerutti Associate Superintendent – Education Services Elk Grove Unified School District

2. Objectives • Participants will: • Develop or enhance their Project Management Skills • Develop or enhance their ability to integrate Project Management strategies into current work and operational practices • Acquire tools and resources to support Project Management initiatives

3. Intended Outcomes • Improve individual and collective – • Efficiency • Accountability • Communications • Resource acquisition and deployment

4. Key Elements of Leadership for Sustained Growth

5. Decision Making • How do you decide what to do? • How do you know it’s the right thing to be doing? • How do you know it’s the right time to be doing it?

7. Project Management Decision Making Framework What are the action steps needed to close the gap? What are the causes of the gap? How do we assess progress? What is the gap What information is the data providing? Do we need professional learning? 7

8. Human Performance Technology • Data Analysis • Gap Analysis • Cause Analysis • Intervention selection, design, development, implementation and evaluation (Project Management) • Professional Learning

9. The role of the principal is becoming increasing complex • It is easy to make what is simple complex. • It is far more difficult to make what is complex simple. • Successful principals create organizational clarity

10. Complexity Made Simple • A routine organizational failure is the pursuit of too many targets including many of the wrong ones. • There is a failure to come up with a clear sense of where to focus efforts. • Jeff Kluger – Simplexity: Why Simple Things Become Complex and How Complex Things Can Be Made Simple (2008)

11. Leadership Failures • Being indecisive during times of urgent need for action. • Having dead certainly during times of great complexity

12. Questions to Ponder - • Do leaders need more action, or greater opportunity to reflect on the more-than-enough action they already have? • Put differently, do they need to enhance their capacity to reflect on actions already taken? • Mintzberg, Managers, not MBAs, 2004

13. Learning from reflective doing • Learning in and of itself is not doing. • Learning is reflecting on what has been done. • What is essential is having the capacity to gain conceptual insight while doing. • This leads to purposeful action

14. Purposeful Action • To get anywhere, you have to do something • To do something, you need to focus on developing skills • Acquisition of skills increases clarity • Clarity results in ownership • Doing things together with others generates shared ownership • Persist no matter what. Resilience is your best friend • Michael Fullan – Motion Leadership (2010)

15. The Knowing - Doing Gap • One of the great mysteries of organizational management – The disconnect between what we know and what we do. • (Pfeffer and Sutton – 2000)

16. The Planning - Implementation Gap • The most frequently cited cause for planning not leading to implementation is the ineffective management of projects. • Lack of a standardized Project Management methodology • Lack of Project Management knowledge/skill among members of the organization • Brethower and Smalley (2004)

17. Project Management

18. What is a Project? A project is a sequence of unique, complex, and connected activities having one goal or purpose and that must be completed by a specific time, within budget, and according to specifications.

19. Project Management Criteria • Projects are oriented towards a goal. • There is something unique about every project. • Projects have a finite duration. • Projects require coordination of interrelated activities.

20. What is Project Management? • Project management is a set of principles and tools for • Defining • Planning • Executing • Controlling . . . and • Completing a PROJECT

21. Why is Project Management Important? • Better efficiency in delivering services • Improved/increased/enhanced customer satisfaction • Enhanced effectiveness in delivering services • Improved growth and development within your team • Greater standing and competitive edge • Opportunities to expand your services • Increased flexibility • Increased risk assessment • Increase in quality • Increase in quantity

22. Before we get started . . . • Project Management can be used effectively by individuals, resulting in isolated, random acts of improvement. • Project Managment can be institutionalized, becoming a norm of the organization’s operational framework, contributing to sustained growth.

23. Why do this? • What does the research say? • http://www.pmi.org/eNews/Post/2010_01-29/PMJ_The-Benefits-Of-A-Consistent-PM-Approach.html • Insights from Inside Project Management Journal® The Benefits of a Consistent Project Management Approach • An article in the September 2009 issue of the Project Management

24. The Findings • Instead of trying to find the perfect project management approach, project managers should concentrate on using one approach consistently throughout the organization, to see the best tangible benefits.

25. The Findings - Continued • The authors, who were involved in the PMI research, assert that real value results not from choosing a particular project management approach, but rather from implementing an approach consistently throughout an organization. • A common Framework includes: • An organization wide model • Comprehensive training • Information sharing

26. The Resulting Benefits • Communication.Fewer misunderstandings; easier communication; people using the same language and terminology. • Use of resources. Higher-quality project results and less rework; smoother cross-national projects; easier management monitoring of project progress. • Time management. On-time project delivery; quicker response to customers. • Project progress. Customer and project team expectations aligned early in process; increased focus on conflict resolution and project progress.

27. The Resulting Benefits • Financial Management - Projects completed within budget. • Customer Satisfaction - Project team more professional toward customers; stakeholders satisfied with deliverables. • Knowledge Sharing - Easier knowledge transfer due to common understanding and integration efforts.

28. 5 Phases of Project Management

29. Scoping the Project Scoping the Project Developing the Plan Executing the Plan Monitoring & Controlling Closing Out the Project Five Phases of Project Management

30. Scoping the Project Scoping the Project Developing the Plan Launching the Plan Monitoring & Controlling Closing Out the Project Five Phases of Project Management

31. State the Problem/ Opportunity Establish the Project Goal Define the Project Objectives Identify the Success Criteria List Assumptions, Risks, Obstacles Scoping The Project

32. Scoping Document • A concise piece of information covering • -- what is to be done • -- why it is to be done • -- value it provides if it is done • Do not use technical language!

33. Scoping Document Example • Problem/opportunity • Project name, sponsor, manager • Singular Project Goal • Objectives that are Specific, Measurable, Assignable, Realistic, Time based (SMART) • Success criteria • Assumptions, risks, obstacles

34. Scope the Project: Problem/Opportunity • A statement of fact that everyone in the organization will accept as true • Should communicate why the project should be accomplished

35. Scope the Project - Goal • A project has one primary goal: to give purpose and direction • Defines the final deliverable and outcome • States in clear terms what is to be accomplished • Is a reference point for questions about scope and purpose of the project

36. Scope the Project – Objectives & Success Criteria • SMART Objectives • Specific • Measurable • Assignable • Realistic • Time-related • Success Criteria • Clearly states the bottom-line impact (ROI) • Quantifies outcomes so success can be measured

37. Scope the Project: Assumptions, Risks • Identify factors that might affect the outcome or completion of the project • Used to alert management to factors that may interfere with project work • Types of assumptions and risks • Technological • Environmental • Interpersonal • Cultural • Political

39. Scope the Project • Create a scoping document for your project ACTIVITY #1

40. Five Phases of Project Management Scoping the Project Scoping the Project Developing the Plan Launching the Plan Monitoring & Controlling Closing Out the Project

41. Developing The Plan Complete Task Analysis Identify Essential Tasks Assign Responsibilities Determine Timeline Identify Milestones

42. Planning the Project:Task Analysis (TA) • A Task Analysis is the functional decomposition of a system • Breaks the project into chunks of work at a level of detail that meets planning and scheduling needs

43. Prepare at home(level 1 task) • Create Grocery List (level 2 task) • check pantry for needed items (level 3 task) • check refrigerator for needed items • check items in refrigerator for expiration date • Determine method of payment • Transport to store • Select method of transportation, e.g., car • Select route • Drive to store • Park • Prepare at store • Select method of holding groceries • Plan for gathering groceries • etc. Task Analysis Example: Grocery Store

44. Task Analysis Completeness • Status/completion are measurable • Clearly defined start/end events • Activity has a deliverable • Time/cost can be accurately estimated • Activity duration within acceptable limits • Work assignments are independent or dependencies are known

45. Project Planning: Resources • People - skills and value • Facilities • Equipment • Money • Materials • Time

46. Duration - Estimation • Similarity to other activities • Historical data • Expert advice

47. Duration Is a Cause of Variation • Sources of variation: • Varying skill levels • Unexpected events • Efficiency of work time • Mistakes and misunderstandings

48. Dependencies • Linkage between and among activities/tasks • Dependencies create the backbone of the project network

49. Dependencies • Finish to start • Predecessor Task: A • Successor Task: B • Task B cannot begin until Task A is complete A B

50. Project Planning Activity ACTIVITY #2 • Create a work break down structure (Task Analysis) for the project you identified in the scoping document. Identify and sequence tasks.