Transcript
Page 1: Where to start when you dont know where to start

Where to Start When You Don’t Know Where to Start

Page 2: Where to start when you dont know where to start

Hmmm… Where to Start…?

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M. Scott Laemmle• M. is for Michael

• Pronounced: Lem-lee

• Meaning: Little Lamb

Preliminaries

• Director of Network Program Management at Sprint

• Consulting Industry Executive

• Co-Founder of a Dot-Com

• Project Manager for Fed Gov’t

• BS – Penn State

• MBA – George Mason

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Three Inter-related Disciplines

Where to Start

Goal Setting

Assessments

SuccessMeasurement

What are you trying to accomplish?

What is the environment and how do you fit in?

How will you measure progress and your success?

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Personal Assessment

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Not talking about:

Personal Assessment

•Myers Briggs

•DISC

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What do you bring?

Personal Assessment

•Identify the levers you can pull to enact change

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Personal Assets

Personal Assessment

•Role

•Title

•Budget

•Resources

•“Charter”

•Judgement

•Knowledge of “How to get things done”

•Time

•Skills

•Attitude

•Energy

•Reputation

•Relationships

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Your Balance Sheet

Personal Assessment

Assets Liabilities

Personal Equity

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Environmental Assessment

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Capability Maturity Model

Environmental Assessment

•Originally developed to describe software development process maturity

•Now applied to describe maturity of many processes

•5 Levels•Chaotic

•Repeatable

•Defined

•Managed

•Optimizing

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Capability Maturity Model ExampleItem 1. Chaotic 2. Repeatable 3. Defined 4. Managed 5. Optimized

Overall Network

Change Process

The steps to implement Network

changes, the teams involved, and the

tools to report/track change are all

unclear.

The steps to implement change and

necessary teams are generally defined,

but criteria for success, and reporting

status remain unclear.

Steps to implement change are

specific, and criteria for success, as well

as reporting status, are defined.

Teams involved are clearly defined,

with specific roles and expectations.

Steps to implement change, criteria for

success, and reporting status are

detailed.

All aspects required for change are

clearly defined, and there is a system

in place to make necessary changes to

the overall process.

Process Gates It is unclear what the process gates are.

Process gates are generally defined,

but unclear how to check for

completion.

Process gates and completion criteria

are specifically defined.

There is a system/tool in place to

effectively check completion criteria

for process gates.

Process gates and completion criteria

are clearly defined, and a system is in

place to confirm progress and make

necessary adjustments.

Project Steps (or

Stages or Phases)

It is unclear what steps are involved in

each project.

Project steps have been somewhat

defined, but it is unclear how to check

for completion.

Project steps and completion criteria

have been specifically defined, and a

list of steps can be formed.

There is a system/tool in place to

effectively check completion criteria

for project steps.

Project steps and completion criteria

are clearly defined, and a system is in

place to confirm progress and make

necessary adjustments.

Schedules/PORDue dates are unknown, and necessary

tasks are vague.

General date ranges and task items are

known.Tasks are more detailed and specific.

Due dates and tasks are clearly

defined.

Due dates and tasks are clearly

defined, and there is a clear method to

update/change dates as needed.

Status ReportingIt is unclear how to report status, and

criteria for status is undefined.

General guidelines are set for status of

action items.

Status criteria is specific and consistent

across all groups.

Protocol for reporting status is defined,

and a system/tool is in place to present

collective status.

Criteria and reporting protocol are

clearly defined, and there is a clear

method to update/change both.

Issue ReportingThere is no clear way to report issues,

and no ownership over handling issues.

Individuals or teams are take steps to

fix issues themselves, without a

specific protocol.

There is a specific process for

individuals/teams to report issues, and

a group designated to escalate issues

to the correct place.

Protocol for reporting issues is defined,

and a system/tool is in place to present

current issues and how they are being

solved.

A collective account of all current and

past issues is available and there is a

system in place to provide feedback or

changes.

Tool AvailabilityThere are no tools available to aid the

network change process.

There are a few tools available to aid

the process, but they are inconsistent

and not widely distributed.

The tools being used have been

refined to maintain consistency across

groups.

There is a system in place to ensure use

of tools are consistent, and they can be

accessed by all necessary teams.

Consistent tools are readily available

and there is a efficient way for users to

provide feedback and make changes.

Governance

Oversight

There is no clear structure for oversight

of the network change process, or

there are teams completely duplicate

work causing inconsistencies.

There is a general structure for

oversight of work completion, but no

specific guidelines have been outlines.

The individuals responsible for

oversight of the work are clearly

defined.

The individuals or teams responsible

for oversight are defined, and this

information is

presentenced/distributed to all

involved parties.

Individuals/teams responsible for

oversight are defined, this structure

information is readily available, and

there is a system in place to provide

feedback/make changes.

Progress Report Card

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Goal Setting

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SMART Goals

Goal Setting

•Specific

•Measurable

•Achievable

•Realistic

•Time Bound

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MY Goals

Goal Setting

•Mine

•Yours

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MY Goals

Goal Setting

•Mine

•Yours

•What are you trying to accomplish?

•What are others trying to accomplish?

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MY Goals

Goal Setting

•Mine

•Yours Me

EmployerClient

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Score Keeping

Success Measurement

• Allows you to assess and communicate progress toward the goal

Behavior Driving• Creates the mechanism for aligning people around the goal

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“Get Well” Program

Success Measurement: Example 1

• Quick Hit

• Ambiguous Situation

• Nationwide Market Impact

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Major Network Upgrade

Success Measurement: Example 2

• Two Year Program

• Emphasized Consistency

• Worked to address the “North-South” problem

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Major Program Milestone Measure

• High-Level Gantt Roll-up View

• Detailed Project Plan

• Summary Milestone Dashboard

• Milestone Change Log

• Status Update Emails

Success Measurement

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Three Inter-related Disciplines

How to End “Where to Start”

Goal Setting

Assessments

SuccessMeasurement

What are you trying to accomplish?

What is the environment and how do you fit in?

How will you measure progress and your success?

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Thank you!


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