managing projects and processes - professional development · 2011. 11. 1. · managing projects...

Week 8 UW Sometimes and Aspiring Supervisor Series

- 1 -

3rd Theme: Putting It All Together

Managing Projects and Processes

“We must not cease from exploration. And the end of all our exploring will be to arrive where we began

and to know the place for the first time.” T. S. Elliot

AGENDA 1. Stephen Covey’s 7 Habits of Highly Effective People

2. Put First Things First

3. Urgent versus Important

4. Tools for Managing Projects

5. Tools for Managing Processes

6. Plan a Staff Retreat at UW

7. Letter to Myself

8. Graduation!!

Readings:

1. Summary of 7 Habits, Stephen Covey 2. Urgency Index, by Stephen Covey

References:

1. Covey, Stephen. (First Printing 1989). 7 Habits of Highly Effective People, Powerful Lessons in Personal Change, New York: Fireside by Simon & Schuster.

2. Covey, Stephen; Merrill, Roger: and Merrill, Rebecca. (1994). First Things First: To Live, to Love to Learn, to Leave a Legacy. New York: Fireside by Simon & Schuster.

3. UW Showcase, http://www.oqi.wisc.edu/showcase


- 2 -

1. Stephen Covey’s 7 Habits of Highly Effective People

“Successful people have the habit of doing the things failures don’t like to do. They don’t like doing them either, but their disliking is subordinated to the strength of their purpose.”

Albert E. Gray, in The Common Denominator of Success.

At your table, identify principles or practices that we’ve covered in this series, which relate to each of Covey’s 7 Habits of Highly Effective People. Write them in the table below.

Stephen Covey’s Habit: Relates to Concept from Sometimes and Aspiring

Supervisor Series:

Habit 1: Be Proactive

Habit 2: Begin With the End in Mind

Habit 3: Put First Things First

Use reflective listening and principle of accountability to seek root causes of problems rather than spending your time “putting out fires”

Habit 4: Think Win-Win

Habit 5: Seek First to Understand, Then to be Understood

Habit 6: Synergize

Habit 7: Sharpen the Saw

NEW: Habit 8. Find Your Voice and Help

Others Find Theirs


- 3 -

2. Put First Things First

What is the one activity that you know if you did superbly well and consistently would have significant positive results in your personal life?

What is the one activity that you know if you did superbly well and consistently would have significant

positive results in your professional or work life? If you know these things would make such a significant difference, why are you not doing them now? Complete the Urgency Index on the next page from Stephen Covey’s First Things First.

What was your score? What does it mean? 0 – 25 Low urgency mind-set 26 – 45 Strong urgency mind-set

46 + Urgency addiction

What changes would you like to make based on your index and answer to these questions?

We’ll share your thoughts with a partner after the next exercise.

Individually, take a moment to consider your answers to the following questions from Chapter 2 of Stephen Covey’s book, First Things First:


- 4 -

Stephen Covey’s Urgency Index from First Things First Circle the number that mostly closely represents your normal behaviors or attitudes regarding the statements at the left (0=Never, 2=Sometimes, 4=Always).

1. I seem to do my best work when I’m under pressure. 0 1 2 3 4

2. I often blame the rush and press of external things for my failure to spend deep, introspective time with myself.

0 1 2 3 4

3. I’m often frustrated by the slowness of people and things around me. I hate to wait or stand in line.

0 1 2 3 4

4. I feel guilty when I take time off work. 0 1 2 3 4

5. I always seem to be rushing between places and events. 0 1 2 3 4

6. I often push people away so that I can finish a project. 0 1 2 3 4

7. I get anxious when out of touch with the office for a few minutes. 0 1 2 3 4

8. I’m often preoccupied with 1 thing when I’m doing something else. 0 1 2 3 4

9. I’m at my best when I’m handling a crisis situation. 0 1 2 3 4

10. The adrenaline rush from a new crisis seems more satisfying to me than the steady accomplishment of long-term results.

0 1 2 3 4

11. I give up quality time with important people to handle a crisis. 0 1 2 3 4

12. I assume people will naturally understand if I have to disappoint them or let things go in order to handle a crisis.

0 1 2 3 4

13. I rely on solving some crisis to give my day a sense of meaning. 0 1 2 3 4

14. I often eat lunch or other meals while I work. 0 1 2 3 4

15. I keep thinking that someday I’ll be able to do what I really want. 0 1 2 3 4

16. A huge stack in my “out” basket at the end of the day makes me feel like I’ve really been productive.

0 1 2 3 4

After going through the Index, add up your total score and measure yourself with the following key: Total Score_______________

Low end: the urgency paradigm is probably not a significant factor in your life Middle or higher end: there’s a good chance urgency is your fundmental operation paradigm High end: urgency may be more than just the way you seel; may be an addiction.

0-25 Low urgency mind-set 26-45 Strong urgency mind-set 46 + Urgency addiction


- 5 -

3. URGENT vs. IMPORTANT Stephen Covey describes four quadrants that our activities fall into in First Things First.

Time Management Matrix

Urgent Not Urgent

Important

Not Important

Individually, write in the grid above the activities you spend the most time doing at work.

Find a new partner. Share your thoughts from the last two activities.

What do you want to spend more time doing at work? At home? What activities seem to take you away from the important things that you want to achieve?

What changes would you like to make? "The secret of getting ahead is getting started. The secret of getting started is breaking your complex overwhelming

tasks into small manageable tasks, and then starting on the first one." Mark Twain

I Routine Work, Handling Customers, Crises, Pressing Problems, Deadline-driven projects, Meetings & preparations

II Preparation, Prevention, Strategic Planning, Goal Setting, Coaching, Building Relationships, Empowering

III Interruptions, some phone calls and email, some mail, some reports, some meetings, Many pressing matters

IV Trivia, Busywork, Time wasters Irrelevant mail or email, complaining, Excessive TV or computer use


- 6 -

4. Tools for Managing Projects

Read the box below on the difference between managing projects and managing ongoing processes. What questions do you have?

Let’s review a couple

2 Sample Tools for Project Management

Microsoft Project Software

5 PM Project Software

Difference between Projects and Processes

Project: a temporary and one-time endeavor that creates a unique product or service. Project management needs organization of the resources and work required to complete it within defined scope, time, and cost constraints. Example: Making a training videotape

Process: permanent or semi-permanent ongoing functional work that creates the same product or service over-and-over again. Example: Processing Procard statements

The management of these two systems is often very different and requires different tools.


- 7 -

4. Tools for Managing Projects continued

You don’t have to do high tech, to do Project Management:

Examples of Grids To Manage Projects

(Can be hard copy or computer based)

Training Resource Center Office Log

Name OFFICE ROUTINE (OPENING AND CLOSING)

Date From To Message Resolution

10/6 Mary Lisa Setup brainstorming time for Union 101Facilitators.

Make To-Do list for Union 101 on x drive. Still looking for a date

10/6 Lisa Kelly Carol Buckingham from Dimensions called you

back. You can reach her at 608-332-4563 Kelly returned call on

11/7

WISCAL Calendar

Date Tasks 9:00 am 9:30 am Union 101 Self Study 10:00 am 10:30 am 11:00 am Cashier Self Study 11:30 am 12:00 pm 12:30 pm TRC meeting: NO SELF STUDIES 1:00 pm TRC meeting: NO SELF STUDIES

Anna: See Mary about nametag project in your IN box

Shannon: Draft Task Analysis for Attendance Clean Up

Anyone: Copy packets for Tuesday workshop

Dion: Teach Shannon how to use Mail Merge by Friday

How about a good ole clip board?

Date In Contact

Person Assigned

Task Date

Completed Comments

10/11 Mary Michelle Enter Trainings in database from binder 10/21

10/21 DR Shannon Add Start Time/End Time to workshop

Sign in sheet 10/22 Hard copy on counter

10/27 DR Natalie Schedule live U101 for (F) Jan 14. See

DR for time

What methods do you use to manage projects?


- 8 -

5. Tools for Managing Processes

Department Purpose or Mission Statement

Customers

Departmental Expectations

Overall Responsibilities Grid

Critical Functions

Task Analyses (from 1-1 Training) or Mapping/Flowcharting

Ongoing Improvement Analysis

WU Staff Education and Training

New Facilitator Information & Unit Expectations

Contents: 1. Hiring Requirements 2. Facilitator Responsibilities 3. Facilitating a Workshop 4. After a Workshop 5. Performance Evaluation and Merit Raises

2. Facilitator Responsibilities Before Each Workshop:

Preparation You will be paid for any time you spend reading articles, practicing your delivery, memorizing scripts, meeting and talking with other facilitators, and studying the materials pertaining to each workshop.

Getting ready to facilitate All workshops have two facilitators assigned to them. Contact your co-facilitator and meet with them before the workshop to decide who will do what, etc. This is especially important for NEW facilitators.

Signing Up for Workshops It is the responsibility for each facilitator to sign up for upcoming workshops. Priority for these

workshops goes to facilitators with the most seniority (according to Wisconsin Union Policy AD6-5). Signups occur at regularly scheduled facilitator in-service meetings. Facilitators may also sign up by

coming to the TRC and confirming workshop dates with the supervisor. Facilitators in Train the Trainer process must sign up to co-facilitate with an experienced facilitator.

Confirming that you are facilitating Call or email the TRC (262-9450, [email protected]) 1-2 days before your workshop

to confirm the date, time, and location of the workshop. Find out how many people are signed up and any special considerations

Finding a Sub It is your responsibility to get a replacement from the Facilitator Contact list. Call or email the TRC to let them know who will take your place. If there is absolutely no one to facilitate, call your supervisor immediately.

SAMPLE Department Expectations


- 9 -

5. Tools for Managing Processes continued

Summarizes on 1 page who is responsible for major functions. Can be a summary of Positions Descriptions. Useful to orient new staff and communicate responsibilities to others. Especially helpful in times of transitions.

SAMPLE Staff Ed and Training Responsibilities Summer 2011

Staff Ed Director Assistant Director Special Projects Coordinator

Mary Hoddy

100% 100% 35% May - June 09

A. Oversee staff education and training unit to reflect current strategic themes

A Oversee Safety and Security Training Program

A. Work with SE Assistant Dir to Implement Retail Safety program at Essentials.

B. Oversee New Staff Training Program for all staff

New Jan 11. Supervise TRC front desk and 1-1 training program

B. Modify Retail Safety program for ODR, BTU, and other units.

C. Coordinate programming for organizational development, strategic planning & change

C. Coordinate internal communication & staff gatherings, forums, etc.

C. Develop higher level of information service training program.

D. Coordinate permanent and PT staff management training

New Fall 11. Facilitate Student Employee Advisory Group

D. Work with SE Assistant Director to advance Member Services Program.

E. Coordinate and teach UW Sometimes Supervisor Series

E. Consult with Facilities, Food Service, and Retail units

E. Work with SE Director to develop Students Manager training

F. Consult with Admin & Marketing, Director's Off, and Social Ed

F. Advance WU mission & Wisconsin Idea. (present at conferences, etc.)

Individually, draft a Responsibility Grid for YOURSELF and someone else in your department.

Responsibilities Department:

Name: Coworker:

Title Title:

A. A.

B. B.

C. C.

D. D.

E. E.

Responsibilities Grid:

Your Turn


- 10 -

5. Tools for Managing Processes continued Identify tasks that must be performed daily, weekly, or monthly, even if primary person responsible fpr task is absent. Also identifies the back-up person who has been trained.

Task Timing Primary Person Back-up Person

TRC Office Management

Check & respond to wutraining e-mail Daily Elizabeth Office Staff

Create daily To Do and follow-up to ensure completion.

Daily Michelle Office Staff

Facilitate check-outs for online training classes. Daily as needed Office Staff Bradley

Pick up & sort mail Daily after 1:30pm HR front desk Bradley

New Staff Workshop Support

If there is a training, confirm room on TITU Daily, morning Elizabeth Bradley

Confirm # of packets, confirm facilitator, set-up cart Daily, morning 1st shift person Michelle

E-mail reminders to new staff for workshops 2-3 days prior to workshop

Elizabeth Elizabeth

Confirm that facilitator(s) & set-up staff have confirmed for workshop

Thursday afternoon Anna Elizabeth

Enter workshop attendance into WUHRID, e-mail MU & US Building Cashiers w/ Cashier attendance

Day after workshop Elizabeth/ Anna Office Staff

Send training report to R:drive & e-mail supervisors Weekly Michelle Tammy

Individually, identify some of the critical functions in your department.

Critical Functions

Task Timing Primary Person

Back-up Person

1

2

3

4

5

6

Critical Functions:

Your Turn


- 11 -

6. Planning a staff retreat at UW

SAMPLE AGENDA

Who: Marie Kate Mary Anna Juan Cristobal Bryce Dawn Shannon Time: 8:30 – 1:00 pm Where: Mary’s House, 6718 Franklin Ave, Middleton (For ride, meet at Union at 8:15 am)

What: 8:30 am Gathering and Continental breakfast (YUM)

9:00 am Warm-up: Regarding my role in Staff Education (All) What am I most proud of from the last semester/year? What are my wish/es for Fall Semester? Through-out Morning: Add to ACTION PLAN

9:30 am Create Accomplishments from Last year (Mary) Review new WU Mission, Vision, Values Create Last year’s Accomplishments

10:30 am BREAK

10:45 am Review Next Year’s Goals and Objectives written in January Create Summer/Fall Timeline.. Add to Action Plan (Mary) Update Critical Functions

12:00 pm Prepare Potluck Salad LUNCH!! 1:00 pm Clean-up and travel back to union

Agenda Items For later in year: Introduction to Balanced Scorecard, including: “Learning & Growth Perspective”

A couple things to consider when planning a staff retreat

A typical summer retreat could include: Creating a list of accomplishments from previous year Reviewing list of goals for this year Update Critical Functions Analyzing “What’s working, what could be better?” Starting a project list

Considerations: Find space away from your office that does not cost anything. Examples: a conference

room on campus or a staff member’s home (if you are comfortable with that) Consider having a potluck, or buying your own lunch Take your supervisor along as a participant (not as a leader) Take along a flipchart and laptop computer. Document everything you do Be accountable for the time. Follow-up with reports, To Do lists, etc.

What other suggestions or ideas do you have?


- 12 -

6. Planning a Staff Retreat at UW continued

Worksheet for Continuing Improvement

What am I most proud of from last year? What are my wishes for this year?

or

What’s working well? What do I wish was better?

TO DO List / Action Plan

What Do We Need TO DO? Who Will Follow-Up?

What Needs further information, dialogue, etc?


- 13 -

7. Letter to myself Write a letter to yourself. See hand-out for directions.

8. Congratulations!

You have Completed

the UW Sometimes and Aspiring

Supervisors Series!

“Never doubt that a small group of concerned

citizens can change the world. Indeed, it is

the only thing that ever has.”

Margaret Mead

managing projects and processes - professional development · 2011. 11. 1. · managing projects...

Documents