where to start when you dont know where to start

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  • Where to Start When You Dont Know Where to Start

  • Hmmm Where to Start?

  • 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 Govt

    BS Penn State

    MBA George Mason

  • 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?

  • Personal Assessment

  • Not talking about:

    Personal Assessment

    Myers Briggs

    DISC

  • What do you bring?

    Personal Assessment

    Identify the levers you can pull to enact change

  • Personal Assets

    Personal Assessment

    Role

    Title

    Budget

    Resources

    Charter

    Judgement

    Knowledge of How to get things done

    Time

    Skills

    Attitude

    Energy

    Reputation

    Relationships

  • Your Balance Sheet

    Personal Assessment

    Assets Liabilities

    Personal Equity

  • Environmental Assessment

  • Capability Maturity Model

    Environmental Assessment

    Originally developed to describe software development process maturity

    Now applied to describe maturity of many processes

    5 LevelsChaotic

    Repeatable

    Defined

    Managed

    Optimizing

  • 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

  • Goal Setting

  • SMART Goals

    Goal Setting

    Specific

    Measurable

    Achievable

    Realistic

    Time Bound

  • MY Goals

    Goal Setting

    Mine

    Yours

  • MY Goals

    Goal Setting

    Mine

    Yours

    What are you trying to accomplish?

    What are others trying to accomplish?

  • MY Goals

    Goal Setting

    Mine

    Yours Me

    EmployerClient

  • 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

  • Get Well Program

    Success Measurement: Example 1

    Quick Hit

    Ambiguous Situation

    Nationwide Market Impact

  • Major Network Upgrade

    Success Measurement: Example 2

    Two Year Program

    Emphasized Consistency

    Worked to address the North-South problem

  • 21

    Major Program Milestone Measure

    High-Level Gantt Roll-up View

    Detailed Project Plan

    Summary Milestone Dashboard

    Milestone Change Log

    Status Update Emails

    Success Measurement

  • 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?

  • Thank you!