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Simple Project Management Christin Nevins, Catalyst OC

Simple Project Management Christin Nevins, Catalyst OC. Conflict of Interest Disclosures. None. Objectives. Summary:

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Simple Project Management Christin Nevins, Catalyst OC

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  1. Simple Project ManagementChristin Nevins, Catalyst OC

  2. Conflict of Interest Disclosures None

  3. Objectives Summary: Too many projects flounder or stall due to weak project management. Many tools and resources on the market are cumbersome and require special training. This presentation offers simple templates, practical processes, and relationship-centered principles that get results and empower participants to quickly add value to any project. Objectives: • Participants will understand how to start, manage, and end a project with clear metrics and a focus on relational health. • Participants will practice using 4 simple project management tools: • Project Template • Project Spider • RACI Project Plan • Status Meeting Template

  4. Agenda TopicDuration Welcome :5 Fundamentals :15 Starting Well :45 Ongoing Project Management :20 Finishing Well :20 Wrap Up :10 Q & A :5

  5. Expectations Brisk pace You likely won’t finish any exercise Use it within a week after the workshop (or lose it)

  6. Two Requests

  7. Pick a Project Please pick a project to use for activities during this workshop. Characteristics of a good choice: • It is work-related, and it is happening now or soon. • Success or failure matters. • It is challenging to manage.

  8. Is It a Project?

  9. Fundamentals“I’m all alone and fully responsible.” Project Sponsor role: • Definer of success • Liberator of resources • “Organizational Enzyme” Project Manager role: • Steward of budget, scope, schedule

  10. FundamentalsClearing the Head Trash

  11. Fundamentals“I’m all alone and fully responsible.” Project Sponsor role: • Definer of success • Liberator of resources • “Organizational Enzyme” Project Manager role: • Steward of budget, scope, schedule

  12. Fundamentals“I’m not a real project manager.”

  13. schedule budget scope / quality FundamentalsThe Iron Triangle fast cheap good

  14. Simple Project Management step 1 Starting Well step 2 Ongoing PM step 3 Finishing Well Project Charter Project Spider RACI Project Plan Status Meetings XYZ Feedback Zen Time Project Performance Measurement Individual Evaluations Formal Closure

  15. Simple Project ManagementProject Charter step 1 Starting Well step 2 Ongoing PM step 3 Finishing Well Status Meetings XYZ Feedback Zen Time Project Charter Project Spider RACI Project Plan Project Performance Measurement Individual Evaluations Formal Closure

  16. Starting Well: Project CharterProject Charter project charter - the first project document, intended to clarify project purpose & scope The importance? It helps the project get a running start, instead of limping off the starting line

  17. Starting Well: Project CharterProject Charter - Template

  18. Starting Well: Project CharterProject Objective project objective: a short description of what the project will attempt to accomplish The importance?Helps people quickly understand what the project is

  19. Starting Well: Project CharterProject Objective - Example “To provide a healthy meal for the team, to increase productivity & morale today”

  20. Starting Well: Project CharterValue Drivers value driver: the must-have elements of the project that significantly contribute to its value value= [ benefits • P(benefits) ] - [ costs ] The importance? People wander. They lose sight of what must happen to capture the full value of the project.

  21. Starting Well: Project CharterValue Drivers - Example benefits • P(benefits) - costs focused team employee satisfaction employee health quality food fast delivery clear timeline communication food tip consumables

  22. The key? Regular, public review The importance? Success metrics align actions and communicate priorities. Starting Well: Project CharterSuccess Metrics Project - schedule - scope - budget Change Mgt - engagement - commitment - understanding - retention - satisfaction Future-State - varies by project

  23. Starting Well: Project CharterSuccess Metrics - Example • Project • Team eating by 11:45am • Total project cost <$115 • Change Management • Nobody quits today • 100% of team members get some choice • Future State • Team rates food quality >4 out of 5 (avg) • RDA saturated fat <40% for each employee

  24. Starting Well: Project CharterScope in-scope: the work that must be delivered for the project to achieve its objective out-of-scope: work that will intentionally not be done on the project The importance? Just because you can do it, doesn’t mean you should.

  25. Out-of-Scope Drinks (BYO) Dessert Plan for leftovers Starting Well: Project CharterScope Example In-Scope • Research • Deciding on Restaurant • Ordering Food • Setting Table • Distribution of Food

  26. Starting Well: Project CharterProject Charter - Example P:Team eating by 11:45am, … CM:Nobody quits today, … FS:Team rates food quality >4 … B:focused team, employee… P(b):quality food, fast delivery… C:food, tip, consumables

  27. Starting Well: Project CharterSo… what do I do with it? Align with the Project Sponsor on all its elements & get Project Sponsor approval Show it to all new project team members Use it as the starting point for negotiating scope changes

  28. Starting Well: Project CharterKey Take-Aways Focus on value drivers; all else is a distraction Publicize success metrics regularly Narrow the scope to focus on value drivers Take the Charter for a walk to increase engagement

  29. Starting Well: Project CharterActivity Charter Worksheet Activity Purpose: To get a head start on chartering (or re-chartering) your project. Fill out the worksheet. Pair up and debrief.

  30. Simple Project ManagementProject Spider step 1 Starting Well step 2 Ongoing PM step 3 Finishing Well Project Charter Project Spider RACI Project Plan Status Meetings XYZ Feedback Zen Time Project Performance Measurement Individual Evaluations Formal Closure

  31. Starting Well: The Project SpiderThe Project Spider Project Spider: a tool for visually communicating the stakeholders, deliverables, and scope of the project deliverable: work product created during the project The importance? People pay more attention to a drawing; they engage with it.

  32. project objective stakeholder stakeholder project stakeholder stakeholder stakeholder Starting Well: The Project SpiderA Generic Project Spider

  33. Starting Well: The Project SpiderExample

  34. Starting Well: The Project SpiderBenefits • Communicates the big picture • Demonstrates complexity and magnitude to the Project Sponsor • Sparks discussion and engagement • Helps set up future work: • Communication Plan • Tasks for the Project Plan

  35. Starting Well: The Project SpiderHow To Use It Hand draw it on (big) paper and take it for a walk (show it to stakeholders to get their feedback) Update it whenever necessary When scope changes, use it to negotiate for resources or time

  36. Starting Well: The Project SpiderKey Take-Aways Building a Spider is hard work; but worth it Take the Project Spider for a walk to quickly increase engagement and commitment

  37. Starting Well: The Project SpiderActivity Build-A-Spider Activity Purpose: to practice building your Spider Start the worksheet Group debrief

  38. Simple Project ManagementRACI Project Plan step 1 Starting Well step 2 Ongoing PM step 3 Finishing Well Project Charter Project Spider RACI Project Plan Status Meetings XYZ Feedback Zen Time Project Performance Measurement Individual Evaluations Formal Closure

  39. Starting Well: RACI Project Plan The RACI Model

  40. Starting Well: RACI Project Plan Example

  41. Starting Well: RACI Project Plan Benefits Clarity on roles, deliverables, and deadlines Serves as the “flexible backbone” of ongoing project management efforts & project status communication

  42. Starting Well: RACI Project Plan How to Use It Use the Project Spider to generate a reasonable number of tasks & stakeholder roles for those tasks. Put 1 name only in each “Approver” bucket. Align with stakeholders on your initial Project Plan. Track progress weekly, at minimum send a “cut & paste” version via email to the team.

  43. Starting Well: RACI Project Plan Extra Credit (yeah!)

  44. Starting Well: RACI Project PlanKey Take-Aways Single Approvers The Project Plan is the primary tool for ongoing PM communications Complexity will paralyze the PM

  45. Starting Well: RACI Project Plan Activity RACI Project Plan Worksheet Activity Purpose: to get a start on your RACI Project Plan Start filling out the worksheet. Pair up and debrief.

  46. Simple Project ManagementOngoing Project Management step 3 Finishing Well step 1 Starting Well step 2 Ongoing PM Project Performance Measurement Individual Evaluations Formal Closure Project Charter Project Spider RACI Project Plan Status Meetings XYZ Feedback Zen Time

  47. Ongoing Project Management: Status Meetings Status Meetings status meeting: a regular meeting/call led by the PM, intended to align and engage project team members The importance? Team members can see the big picture and resolve problems quickly with all key players together.

  48. Ongoing Project Management: Status Meetings Effective Status Meetings • Regularly Scheduled • Short (stand-up) • Focused Agenda • New Issues • New Risks • Old Issues • Old Risks • Update Project Plan issue: a current problem with the project risk: a potential issue

  49. Ongoing Project Management: Status Meetings Issues Log

  50. Ongoing Project Management: Status Meetings Risk Log

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