time and project management week 5 rh

7/28/2019 Time and Project Management Week 5 RH

1/25

Project management101:

How to not go crazymanaging your projects

...


2/25

Learning Outcomes

By the end of todays session, a successful student

will be able to:

Employ a number of effective project management

tools to keep projects defined, manageable, and

running to time & budget;

Write convincingly about your own project inrelationship to a number of project management

models.


3/25

A time management

system that actually works!Forget more - think smarter / easier / focused

Step 1: write down the things on your work to-dolist (say 10-12 items)

Step 2: now imagine an ideal world, with no

deadlines: rank the items on your list in order of

importance

Step 3: now rank the items on your list in order of

urgency.


4/25

Prioritizing Tasks

Important Not important

Urgent

Not

urgent

De-railers /

distractions?

How do you avoid

wasting time on these?

Should be your main

focus

(What % of your day

do you spend in thiszone, though?)

Just get rid

of these!What can you

cross off your

list NOW?

Too easy to

lose sight of these.Whats one thing

you can do to

keep these ticking over?

Traffic lighting


5/25

Coveys take on this

Stephen Covey, in his book The Seven Habits of

Highly Effective People looks at these distinctions

as a way to break down how people use their time

He proposes that effective people aim to shrink the

time spent in the Important/Urgent box down, by

spending more time in attending to the

Important/Not urgent


6/25

Getting Things Done

Another very useful book for time/project/workload

management is David Allens Getting Things Done.

Its on the reading list, and is an international

bestseller for a good reason!

In it, he proposes a complete overhaul of how we may

view our organisational processes, in order to

implement a system which is simple, effective and

flexible for getting things done.


7/25

Some key principles:

Keep everything out of your head

Decide actions and outcomes when things first

emerge on your radar

Regularly review and update the inventory of open

loops in your life and work


8/25

Getting Things Done

This book requires some commitment in order for you

to experience its full potential!

It is also useful to note that Allen has a different

approach to Covey, in terms of how they interact withpersonal values.


9/25

An integrated project

management modelWere going to work our way through a project

management model thats usefully designed to be

comprehensive

But well also consider the different methods and

tools youve already used to explore the same

issues as those explored in this model

So, today, were going to use the Berenschot

Project Management Model - because (a) its

highly effective and (b) its too rarely written up,

and Id really like you to know about it :-)


10/25

DEFINITION

1: LIFE

CYCLE

2: PROJECT

FUNDAMENTA

LS

1) ...

2) ...

3) ...

BERENSCHOT

PROJECT

MANAGEMENT

MODEL


11/25

Project fundamentals

The relative importance of these questions, and the

detail you need, may vary somewhat from project

to project, but you need to be clear about:

What is the ultimate objective of this project?

What do you want to DO; what do you want to

ACHIEVE?

How will you measure success / failure? (Whatare your project specifications?)

How will you ensure you deliver quality?


12/25

Project fundamentals

Whats the timeline?

Whats the budget?

How do you intend to organise the project?

What resources do you have at your disposal?

(People / time / money / methods ...)

How will you publicise your project and get people

involved?


13/25

DEFINITION DESIGN EXECUTION

1: LIFE

CYCLE

3: PROJECT

HIERARCHYPROJECT

SUB-PROJECTSUB-PROJECT SUB-PROJECT

RELATIONSHIPS BETWEEN PROJECTS?

SEQUENCE? WHAT DEPENDS ON WHAT?

2: PROJECT

FUNDAMENTA

LS

1) ...

2) ...

3) ...

4: MANAGEMENTCYCLE (ONGOING)

PLAN DO

CHECKACTINITIAL PLAN RESULTS

BERENSCHOT

PROJECT

MANAGEMENT

MODEL


14/25

The Deming Cycle

The point of the cycle is

that it helps us

improve what weredoing

Sometimes called the

PDSA cycle (as somefolk use Study instead

of Check)

PLAN DO

ACT CHECK

Walton, M. & Deming, W.E. (1986) The

Deming Management Model(New York:

Dodd)


15/25

The Deming Cycle

PLAN ahead for

change / improvement

Decide how you will

measure your results

Be clear about what

you are trying to

achieve, and why.

PLAN



Dodd)


16/25

The Deming CycleDO your actions in

small pieces, where

possible, to test whats

working and what isnt

as clearly as you can

If you do a lot muddled

together, its hard to

see whats having an

effect

For you, this is linking

the doing and the

researching parts of

your projects ;-)

DO



Dodd)


17/25

The Deming Cycle

If you think of the DO

phase as an

experiment, then you

next CHECK (or

STUDY) the results of

this experiment, and try

to figure out WHY

things did / didnt work -this is where you

develop a theory.

CHECK



Dodd)


18/25

The Deming Cycle

This is where you

figure out how to ACT

on what youve

learned, and you then

take this new action

forward into the next

round of planningimprovements.

ACT



Dodd)


19/25

The Deming Cycle

Can you describe one

cycle through this from

your own experience?

PLAN DO

ACT CHECK



Dodd)


20/25

Single and Double Loop Learning(Donald Schon & Chris Argyris)

ACTION /

STRATEGYCONSEQUENCE

GOVERNINGVARIABLE

(UNDERLYING

ASSUMPTIONS /

AIMS ETC)SINGLE LOOP

LEARNING

DOUBLE LOOP LEARNING

SEE ARGYRIS & SCHON (1974) Theory in pract ice: increasing pro fession al effect iveness

(SAN FRANCISCO: JOSSEY-BASS)(contains their basic statement of doub le loop learning, & their work on

the dist inct ion between espou sed theory and theory- in-act ion)


21/25


22/25

DEFINITION DESIGN EXECUTION GOALAFTERCARE

1: LIFE

CYCLE

3: PROJECT

HIERARCHYPROJECT




2: PROJECT

FUNDAMENTA

LS

1) ...

2) ...

3) ...


PLAN DO


BERENSCHOT

PROJECT

MANAGEMENT

MODEL


23/25

DEFINITION DESIGN EXECUTION GOALWRITE

UP

1: LIFE

CYCLE

3: PROJECT

HIERARCHYPROJECT




2: PROJECT

FUNDAMENTA

LS

1) ...

2) ...

3) ...


PLAN DO


BERENSCHOT

PROJECT

MANAGEMENT

MODEL

Where do theWh t d l / i t


24/25

You plan &set goals /

outcomesYou do the

work

You review

what

happened,

what worked& didnt

You try tounderstand

& explain this

Where do the

goals come from?

How will you

measure

them?

Monitoring as

you go ...

Evidence / input /

flexibility?

Evaluation -

triangulating

sources of evidence ...

personal & professionalreflection

What models / input

research evidence

are you using

to help explain?


25/25

Learning Outcomes

By the end of todays session, a successful student

will be able to:

Employ a number of effective project management

tools to keep projects defined, manageable, and

running to time & budget;

Write convincingly about your own project inrelationship to a number of project management

models.

time and project management week 5 rh

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