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A Good Beginning Makes For A Good Ending

A Good Beginning Makes For A Good Ending. Old English Proverb. 1. Have Good People. You can’t have a great program without great people in leadership roles. Transition and Change needs strong, experienced management Leaders must be “downward” looking

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A Good Beginning Makes For A Good Ending

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  1. A Good Beginning Makes For A Good Ending Old English Proverb

  2. 1. Have Good People • You can’t have a great program without great people in leadership roles. • Transition and Change needs strong, experienced management • Leaders must be “downward” looking • Have an outside “transition” team support the program

  3. 2. Leadership Conference • First two weeks of the program • Team Leads, PM, Key People • Mandatory for everyone • Establishes the • Overall vision • Processes and procedures • WBS/Schedule • Staffing plan • Responsibility Matrix • Culminates in a Kick-off meeting to the customer and Sr. Management

  4. 3. Responsibility Matrix • Identify the responsible person for each detailed activity • R – Responsible • A – Authority • C – Coordinate • I – Inform • Extremely useful technique for helping communication and establishing a program • Develop the RACI with all the team leads present • Works out the “inbetween” activities

  5. 4. Establish a Business Rhythm • Develop a cycle of meetings • Publish the program calendar and stick with it • Brings immediate order to the program • Suggested meetings are: • Daily Stand-up with PM, Chief Engineer, and Team Leads [30 minutes max) • Weekly Team Status meeting with PM, Chief Engineer, and Team Leads • Review schedule • Review Risk status • Review action item status • Discuss and resolve program issues • Weekly meetings for each team • Weekly technical exchanges with customer • Weekly PM to customer PM meeting • Monthly customer Program Management Review • Monthly company Sr. Management Review • Weekly Review boards i.e. ERB, CCB, RRB

  6. 5. Meeting Minutes • Take meeting minutes at EVERY meeting • Capture all decisions, discussions, and actions • At meetings, each person will hear completely different things • Ensures a common understanding of discussions, actions, and issue resolutions • Actions go into an action item tracking system

  7. 6. Robust Action Item Tracking • Capture actions from every meeting • Every action generated needs to have an actionee and a due date • Have someone in charge of action items • Ensures all meeting minutes are written and actions are put into the action item repository • Generates reports for overdue actions and actions for each person

  8. 7. Establish a Newsletter for Program • Excellent way to communicate to Sr. Management, subcontractor management, broader community, team • Gives the perception that the program is professional and run well • Suggested topics: • PM Corner to highlight major accomplishments, give kudos, spread the vision of the program • Program Highlights for the month • Spotlight one person on the program for a feature article • Announcements: births, accomplishments of people outside work, anniversaries etc…

  9. 8. Empower The Team • Push down responsibility and authority • Be honest and open – let everyone be heard • Exciting programs are ones where the culture is entrepreneurial • If team leaders “step back” when given authority and responsibility – you have the wrong leaders

  10. 9. Do Lesson’s Learned And Make Changes • Be honest and confront the facts of your program • Good decisions are not possible unless you are looking at the reality of your program • Make the necessary changes • Continuous process improvement has tremendous power! • Transformation is gradual without fanfare • People resist change – continuous process improvement is a steady route towards a great program

  11. 10. Days Of Rest • Establish days without meetings • I do not allow any meetings on Fridays • Allows for catch-up • Allows for PM, Chief Engineer, and Team Leads to walk around and talk with the team • Allows time for reflection

  12. A Good Start-up… • Inspires confidence with the customer, users, management, and the team • People make first impressions of both people and a project

  13. Discussion • Roadmap/vision • Org Chart/Relationship chart • Meeting Minutes out quickly • Intergroup Activities/Cross team activities • All meetings with agendas/expected outcome of meeting • 1 page schedule to show roadmap • Engage customer at every opportunity • Clearly define the PM role • PM is the buffer between the team and the client • Action: Determine the next PMI SSC meeting date in April. Paul Astiz is speaking on starting up a PMO. Due April 3, 2005 Rusty • Action: Chapter meeting to determine direction of chapter. Due April 10, 2005 Eric Perrelli

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