project management: critical skills

Project Management:Critical SkillsSLA 2017 Sunday @ 4:00

RebeccaJones,Director,Branches&NeighbourhoodServices@BramptonLibraryrjones@bramptonlibrary.ca

2017

Today– Project management methodologies and tools

– PM skills

– Proven techniques (learned the hard way) for managing projects in an information service or library organization

– Shine a light on PMI: Project Management Institute @ www.pmi.org

Project Temporary:

• With a defined beginning, expected deliverable, a defined ending and

• Functions with in a clear scope with set resources

Unique:

It is not a routine operation

It is a specific set of operations designed to accomplish a specific goal

Team:

Who don’t usually work togetherPMI

PM Processes: PMI

Initiating

Planning

Executing

Monitoring and Controlling

Closing

PM Knowledge areas: PMI

Integration

Scope

TimeCost Quality

Procurement

Humanresources

Communications

Riskmanagement

Stakeholdermanagement

ThankyouSamepage labsinc. https://www.samepage.io/blog/wtf-collaborative-project-management-anywaywhocreditsthistoPicoConsulting

That’s the dream

When we wake up

Project Phases

Phase 1: Uncritical acceptance

Phase 2: Wild enthusiasm

Phase 3: Dejected disillusionment

Phase 4: Total confusion

Phase 5: Search for the guilty.

Phase 6: Punishment of the innocent.

Phase 7: Promotion of nonparticipants.

7

Project manager’s reality…

What my colleagues think I do

Project manager’s reality…

What my organiztionthinks I do

Project manager’s reality…

What I really do

`

Project manager critical skills

a.k.a…... sanity savers

Be sure it’s a project

– One off – in response to a specific opportunity

– Unique scope of work

– Cost constraints, with:

– Costs that can be identified in advance

– Separate budget

– Time constraints, with:

– Fixed duration

– Defined start and end point

Clarify it in a project charter

– Charter, charge, outline – call it what you will:

– Draft

– Document

– Discuss

– Define

– Decide

– Detail who is accountable for what

Project Charter

Welldefinedqualitative&quantitativeoutcomes

Beginstoclarifycosts&resources

Explicitscope&outofscope

Keystages/dates,

milestones

Specifiesteammembers,

stakeholders&whoistodowhatrole

Articulatedassumptions,drivers&restraints

Your first questions

ObjectiveWhat will be in place

then, that isn’t in place today?

MeasuresWhat will success

look like?

Target Date

Expected Steps

PM Processes: PMI

Initiating

• Scoping• Plansteps• Identifyresources

Planning

Executing

Monitoring and Controlling

Closing

RESPONSIBILITY MATRIX: RASCI Prepare a RASCI chart for each decision or activity you undertake. It clarifies roles and prevents blind-

siding. List important decisions and activities down the side. Put people involved at the top of the columns.

Fill in the boxes:

R = Responsible (only one R in each row)

A = Accountable/Approves

S = Supports “R”

C = Consulted by “R”

I = Informed (even after the fact)

Decision/Activity/Task: ________________________________________________________

Activity/Function/

Decision To be Taken

Individual’s Name

Individual’s Name

Individual’s Name

Individual’s Name

Individual’s Name

Confirm who is doing what

And hold them to it

– Most problems with projects are the result of people:

– not understanding where they are going

– how their job fits

– what’s expected of them

– Concentrate on these 4 C’s:

– Context

– Communication

– Clarity

– Confidence

85/15 Rule

Co-draft a project plan

– Simple list

– Post its

– Flow charts

– Critical path analysis

– Gantt charts

– Project management software

Consider a tool that fits your culture

Soooooooo many:

Asana

Trello

Basecamp

Microsoft’s Project

Apps to consider

Basecamp.com

Apps to consider

Apps to consider

Apps to consider

Find Murphy & manage the critter

– Risk assessment

– Probability

– Severity

– Action to manage

– Quality

– Standards

– Accessibility issues

“Projects are successfully

realized when uncertainty is

well managed”.

Sanity skills

?– Influencing

– Conveying

– Communicating

– Never assuming

– Checking in, checking up, checking requirements

– Celebrating

– Reviewing

– Learning

– Ending and turning over

rjones@bramptonlibrary.ca

REBECCAJONES

Thank you!

Slides & templates @ www.dysartjones.com