The projectmanagementbasicsworkshop

The Project Management Basics

Work Shop

By

Mitchell W. Manning, Sr.

foreword• Prepared by Mitchell W. Manning, Sr. to serve as an example/guide for basic

project management training for individuals and organizations • Note: This work shop is the companion piece for "The Project Management

Work Book" also on SlideShare. • If needed, Mitch can help you customize the work shop and work book to your

company, your culture, your team, your project management policy, procedures, and software.

• Email: MitchellWManning@aol.com

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About the Work Shop• This “hands on” work shop is designed to give newly assigned project team members an

understanding of project management basics, and the regulatory, technical, and behavioral responsibilities and accountabilities. As a participant, you will learn and practice project management basics in each of the five stages of project management, from initiating to closing the project. You will be able to contribute more quickly and effectively in project team assignments, and instruct others on the technical and behavioral responsibilities and accountabilities within the project team.

• Project Management Basics are key to project success, for organizations and individuals regardless of project complexity and size. All team members need to have a sound understanding of project management basics, the technical requirements and the behavioral skills to work with others effectively and successfully. Team members contribute more timely and at a higher level when they are well trained and well treated. This course provides the participants with the basic technical knowledge and behavioral skills.

• Newly assigned project team members; individuals with project responsibilities; project trainers; and, individuals from human resources, manufacturing, finance, purchasing, marketing and sales, logistics, and engineering who need a general understanding of project responsibilities and accountabilities will benefit from the systematic and logical presentation of the technical and behavioral basics gleaned from the experiences, and teachings, of successful project team members/leaders/managers.

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The Work Shop Plan

You will learn to:• - define and scope a project• - apply 6 key questions in 5 key project stages• - define and lead initiating, planning, staffing, controlling, and closing projects• - map a project and apply the seven basic tools essential to effective project

management• - contribute to and lead effective project meetings• - contribute to and lead effective project problem solving and decision-making

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Day One/Lesson One

Day Two/Lesson TwoYou will learn to:• - present yourself to the project manager and project members • - assess you project management experience• - work with the best project team member, and the worst• - use your organizational values and ethics to motivate the project team• - present your ideas• - train others• - evaluate others• - plan next steps• - give positive and negative information/feedback• - summarize and close meetings• - self-analyze for strategic project leadership• - explore project management websites for growth and development

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Day Three/Lesson Three

You will learn to:• - describe the project to key stakeholders• - write the project charter• - document the preliminary project proposal questions• - build project support and gain buy-in• - plan project resources• - sell your project to others• - build external project support• - use a project checklist for strategic leadership from beginning to close

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Let’s Get Started

• Let me tell you about myself…• Now, tell me

– Who are you?– What do you do?– Why are you here?– What does project success mean?– Why do some projects fail?

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Project Management

The time-bound use

of limited resources

to achieve a fixed outcome.

Why Project Management?

Technical• Competence• Approach• Deployment• Results

– Time– Cost– Schedule– Compliance– Progress

Behavioral Attitude Expectations Confidence Work/Life

Balance

Project Management Basics Workshop:

Key Principles

• Know what you need• Know when you need it• Know what you can pay

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Project Management Basics Workshop:

Guidelines

• Priorities Based• Process Focused• Systems Aligned• Systems Integrated• Results Driven

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• One Page Project Process Map• One Page Question to the Void Worksheet• One Page Project Overview Worksheet• One Page Project Initiating Worksheet• One Page Project Planning Worksheet• One Page Effective Meeting Worksheet

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Project Management Basics Workshop:

Technical Quick Connects

The Thinking Process for Projects

• Situation Appraisal– Opportunity Analysis– Potential Problem Analysis– Decision Analysis– Problem Analysis

The Origin of Projects

• Aware• Believe• Comprehend• Develop• Excel

The Project Process

• Initiating• Planning• Executing• Controlling• Closing

Project Management Basics Workshop:

Plan The Project

• Project Mission• Identify Desired Outcomes• Identify Customers• Identify Customer Requirements• Identify Supplier Specifications• Identify Steps In The Process• Identify Measures

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Project Management Basics Workshop

Analyze The Project Opportunity

• Define the Project• Explore the Project• Analyze the Project• Identify Potential Solutions• Select Solution(s)

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Project Management Basics Workshop:

Lead The Project• Design the Project Plan• Implement the Project Plan• Evaluate the Outcome• Achieve Desired Outcome

• Yes

– Document and Standardize– Monitor

• No- Identify Cause – Yes, go to Design Project Plan– No, go to Explore the Project

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Project Vision andMission Statements

Identify Desired Outcome

Identify Customers

Identify CustomerRequirements

Identify SupplierSpecifications

Identify Steps in the Process

Tools:

Identify Measures

Define the Project

Analyze the Opportunity

Identify Choices

Select Best-Balanced Choice

Design the Project Plan

Execute andControl the Project

EvaluateOutcome

Desired OutcomeAchieved?

Monitor

YesCause

Identified?

1 2 3

Top-down Flow Chart

Flow Chart

Work Flow Diagram

Document & Standardize

Yes

Quality Systems Approach

NoYes

No

Explore CausesCause-Effect

Diagram

Collect & Analyze Data

Pareto Diagram

6 3 9631

11111111 Type

Size

Check Sheet

Histogram Run Chart

Scatter Diagram Control Chart

Phase I: Plan Project Phase II: Analyze Project Phase III: Lead Project

One Page Project Map

... ... .

Exercise One: Project Management

• What can we add to the Project Map?– 10 minutes in teams– Debrief in large group

• Watch “We Are On The Same Team” and identify the project and key stakeholders– 20 minutes– Debrief in large group

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PMBOK Basics

5 Basic Process Groups• Initiating• Planning• Executing• Monitoring and Controlling• Closing

9 Knowledge Areas• Integration Management• Scope Management• Time Management• Cost Management• Quality Management• Human Resource Management• Communications Management• Risk Management• Procurement Management

http://en.wikipedia.org/wiki/Project_Management_Body_of_Knowledge

Project Management Knowledge

What

Why

How

Where

When

Who

Project Management Basics Workshop:

Question to the Void

• What is the project?• Why have the project?• How to do the project?• Where is the project?• When is the project?• Who does the project?

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Initiate

Plan

ExecuteControl

Close

I Keep six honest serving-men: (They taught me all I knew) Their names are What and Where and When And How and Why and Who. I send them over land and sea, I send them east and west; But after they have worked for me, I give them all a rest.  I let them rest from nine till five. For I am busy then, As well as breakfast, lunch, and tea, For they are hungry men: But different folk have different views: I know a person small-- She keeps ten million serving-men, Who get no rest at all! She sends 'em abroad on her own affairs, From the second she opens her eyes-- One million Hows, two million Wheres, And seven million Whys! 

Rudyard Kipling"The Elephant Child"

Project Management Basics Workshop:

One Page Project Overview

• Initiating• Planning• Executing• Controlling• Closing

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Project Management Basics Workshop:

One Page Project Initiating Worksheet

• Initiating– Members– Money– Machines– Materials– Methods

• Create/Innovate• Negotiate• Communicate• Motivate• Educate• Administrate

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Project Management Basics Workshop:

One Page Project Planning Worksheet

• Planning– Members– Money– Machines– Materials– Methods

• Defining• Scoping• Risk Analysis

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One Page Project Overview

How Where When WhoInitiating Headquarters First Quarter Sponsor

Members Sponsor/ClientMoney Sponsor/ClientMachines Sponsor/ClientMaterials Sponsor/ClientMethods Sponsor/Client Create/Innovate Client/Sponsor

Negotiate Sponsor/Client

Communicate Sponsor/Client/Manager

Motivate Sponsor/Leader/Client

Educate Leader/Sponsor/Client

Administrate Manager/Sponsor/Client

Planning Headquarters/On-Site Second Quarter Sponsor/Manager/ClientMembers OperationsMoney FinanceMachines OperationsMaterials OperationsMethods Administration Defining

Scoping

Risk Analysis

Scheduling

Executing On-site Second - Fourth Quarter TeamBasic Process Model

Controlling On-Site/Headquarters/Client Second - Fourth Quarter Sponsor/Team/ClientSituation Appraisal Team

Closing On-site Fourth Quarter Sponsor/Manager/Client

Exercise Two: Are Meetings Projects?

• Individually – list how meetings and projects are similar.

• Table Group-discuss the importance of using the project management process for important meetings.

• What are the key components of an effective meeting?

• How much time does each key component deserve? • Choose one person to report to large group.

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Project Management Basics Workshop:

One Page Effective Meeting Worksheet

• Roles• Attendance• Date• Cost• Start• History• Action• Rate• Plan

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Start

History

ActionRate

Plan

TEAM NAME____________________LEADER_____________________DEPT____FACILITATOR___________________RECORDER__________________DATE____MEMBERS' NAMES TEAM MEETING COSTS______________________ _______________number of members present______________________ _______________(times) average hourly rate______________________ _______________(times) average benefit value______________________ _______________(equals) meeting costs START: Time______Location______Guests_______List objectives of This Meeting__________________________________________________________________________________________________________________________________

HISTORY: Read and Approve Previous Meeting Minutes Yes____No_____List Old Business Discussed____________________________________________________________________________________________________________________________

ACTION: Describe How the Objectives of This Meeting Were Accomplished____________________________________________________________________________________________________________________________

RATE: How Do We Feel About This Meeting? _____________________

What Will We Do Different Next Meeting? _________________________

PLAN: Schedule the Next Meeting, List Objectives, List AssignmentsDate:_____________Time:___________________Location:______________Objectives: ___________________________________________________________________________________________________________________________________________________________________________________

Assignment Responsible Party Due Date______________________________________________________________________________________________________________________________

Project Management Culture

Institutions

Language

Technology

Art

Project Management Resources

Members

Machines

Materials

Methods

Money

Project Management Responsibilities

• Issues• Actions• Assignments• Resources• Schedules• Review• Control

Project Management Roles

Sponsor

Stakeholder

Leader

Member

Observer

Basics of Behavior

Situation or TaskObservation

DecisionActionsResults

Consequence

Project Management BehaviorsCreate

Innovate

Communicate

Motivate

Administrate

Delegate

Evaluate

Negotiate

Celebrate

Orchestrate

Eliminate

Integrate

Educate

Accelerate

Inflate

Deflate

Investigate

Estimate

Exercise Three:

• Individually: List strengths and weaknesses of your project management skills.

• Table Group: List ways to strengthen your project management weaknesses.

• Choose one person to report to the large group.

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CDRH Strategic Plan

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CDRH Strategic Plan

Our Mission Promoting and protecting public health by

ensuring the safety and effectiveness of medical devices and the safety of

radiological products

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CDRH Strategic Plan

Our VisionEnsuring the health of the public

through out the Total Product Life Cycle (TPLC)

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CDRH Strategic Goals

Goal 1: Public Health Impact

Goal 2: Magnet for Excellence

Goal 3: Knowledge Management

Goal 4: Total Product Life Cycle (TPLC)

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Strategic Plan

Goals

Priorities

Focus Areas & Initiatives

Scorecards & Budget

Execution &Evaluation

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In its most fundamental sense, execution is a systematic way of exposing reality and acting on it

“We don’t think ourselves into a new way of acting, we act ourselves into a new way of thinking”

Execution

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How do we execute the strategic plan?

Project Management Plans• Long term projects• New initiatives

Scorecards • Performance in Key Result Areas (KRAs)

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Meeting MDUFMA Performance GoalsWe're setting milestones for review…

Scientific Review Scientific Review Interactive Review

Filing Review

Panel Planning

Closeout Review

Panel Go/No Go

Panel Meeting

Final Decision

320 days

Major Deficiency

Letter

Clock Stops

Consults Complete

PMA Received

Status Letter

Filing Letter

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Quality System for Application Review

We're using quality systems to assure quality reviews…

• Focusing on selected cross-cutting areas– e.g., biocompatibility

• Using retrospective (post-decision) peer assessments

• Assembling quality assessment teams• Continuing with pilot program

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So why do we need a strategic plan?

We’re using strategic planning to meet our challenges…

• Managing a changing workload• Meeting changing stakeholder demands and

expectations• Making best use of our limited resources• Conducting business in an open and transparent

manner• Looking beyond the next “fire drill”!

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And what do we need from you?

Awareness

Energy

Ideas

Patience

Support

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Exercise Four: First Things First

• Individually: List project management priorities in priority order.

• Table Group: Discuss and decide project management priorities in priority.

• Choose one person to report out to large group

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Project Scope

1 2 3 4 5

HML HML HML HML HML

HML HML HML HML HML

HML HML HML HML HML

HML HML HML HML HML

HML HML HML HML HML

Money

ProjectsMembers

Machines

Materials

Methods

Risk Management Basics

1 2 3 4 5

HML HML HML HML HML

HML HML HML HML HML

Probability

Risks

Seriousness

Cost/Benefit Basics

1 2 3 4 5

HML HML HML HML HML

HML HML HML HML HMLCost

Options

Benefit

Defining the Project

TELL: What we are going to do.

Why we are doing it.

How we will do it.

Where we will do it.

When we will do it.

Who we will do it for.

Project Action Planning

Identify and prioritize the issues.

Plan, organize, and execute the action items.

Assign, direct and support the responsibilities.

Schedule, allocate and control the resources.

Schedule,commit to, and meet the target dates.

Close project and plan next steps.

One page project map

One page project overview

initiating overview

planning overview

executing overview

controlling overview

closing overview

One page meeting overview

Project ManagementQuick Connects

• To better understand your project stakeholders, you need answers to:

– Who are my stakeholders? Where?– What do they need? Where, When and Why?– How will they measure my performance? – What does the stakeholder expect?– What is the stakeholder’s perception?

Questions for Success

Project Management Basics Workshop

Conclusion

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Apply the Key Principles

Know what you needKnow when you need itKnow what you can pay

Follow the GuidelinesPriorities BasedProcess FocusedAlignedIntegratedResults Driven

Mitchell W. Manning Sr. manningmitch@aol.comChief Priorities Officer 252.714.3481 cellPriorities Limited LinkedIn.com

Project Management Basics

Behavioral Quick Connects

Day 2

Project Management Basics – Behavioral Quick Connects

Day Two/Lesson Two You will learn how to:• present yourself to the project manager and project members• assess your project management experience• work with the best project team member, and the worst• use your organizational values and ethics to motivate the project team• present your ideas• train and evaluate others• plan next steps • give positive and negative information/feedback • summarize and close meetings • self-analyze for strategic project leadership • explore project management websites for growth and development

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Presenting YourselfExercise One

• My job is…• This is what I’m good at…• This is how I work best…• These are my values…• This is the contribution I plan to make…• These are the results I expect to deliver…• This is how I expect to be held accountable…

Presenting YourselfExercise One - continued

Keep a list of your successes.• Situation or task assignment• Observation• Decision• Action• Result• How I feel• What I learned

NFL

Self AssessmentProject Management Experience

• How do you feel about your project experience?

• What would you do differently?• List the Positive and the Negatives• What do you want to do differently when you

return to work as a result of this course?

Best Team Member and Worst Team Member

Exercise Three – Project Management Basics

• List behaviors of the best team member.

• List behaviors of the worst team member.

montana

Organization Values and Ethics

Exercise Four – Project Management Basics

• List your organizations values. Give a positive action, specific and measurable, for each.

1.2.3.4.5. TRCAttends DSM

Presenting Your Ideas

Exercise Five – Project Management Basics

• Subject• Objective• Present Situation• Proposal• Advantages (3)• Disadvantages (2)• Action

COSTA

Training Others

Exercise Six – Project Management Basics

• What• Why• How• Example• Application• Evaluation• Summary and Next Steps Cement

Evaluating OthersExercise Seven – Project Management Basics

AgreementPlanProcess1. How do you feel about?2. What would you do differently?3. What else?4. This is how I feel about…5. This is what I need to share…6. Allow response, clarify and confirm evaluation7. Set new agreement and plan.

bricks

Planning Next Steps UsingSituation Appraisal

Exercise Eight – Project Management Basics

Situation Owner Customer Action Resources DatesOpportunities

Problems

Decisions

PotentialProblems

hydro

Evaluating and Giving Feedback

Exercise 9 – Project Management Basics

Ratings

Comments

Instructions: Complete the Course Evaluation on Page 21.

Summarizing and Closing

Exercise Ten – Project Management Basics

Key Points

Questions

Actions

Exercise Eleven – Strategic Leadership

1. Leadership2. Strategic Planning3. Customer and Market Focus4. Measurement, Analysis, and Knowledge Management5. Workforce Focus6. Process Management7. Results

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Project Management Website Exploring

Exercise Twelve – Project Management Basics

Project Management InstituteSlideShare

ProjectManagementBookofKnowledgeWikipedia

Project_ManagementAmazon.com

Project Management Books

Day Three – Lesson Three

Project Management Basics:Technical Quick Connects

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Day Three/Lesson Three

You will learn to:• describe the project to key stakeholders• write the project charter• document the preliminary project proposal questions• build project support and gain buy-in• plan project resources• sell your project to others• build external project support• use a project checklist for strategic leadership from

beginning to close the project 76

Project Management Basics:

Review The Course Objectives • A “hands on” workshop • Learn and practice project fundamentals• Experience five stages of project management,• Contribute more quickly and effectively • Instruct others

• Work with others effectively and successfully• Contribute more timely and at a higher level• Lay a foundation of technical knowledge• Enhance the behavioral skills.

• A general understanding of project responsibilities and accountabilities • A systematic and logical presentation • Drawn from the experience and teaching of gurus and role models

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Review Day One/Lesson One

You learned to:• define and scope a project • apply 6 key questions in 5 key project stages• define and lead initiating, planning, staffing,

controlling, and closing projects• map a project and apply the seven basic tools essential

to effective project management• contribute to and lead effective project meetings• contribute to and lead effective project problem

solving and decision-making 78

Review Day Two/Lesson Two You learned how to:• present yourself to the project manager and project members• assess your project management experience• work with the best project team member, and the worst• use your organizational values and ethics to motivate the project team• present your ideas• train and evaluate others• plan next steps • give positive and negative information/feedback • summarize and close meetings • self-analyze for strategic project leadership • explore project management websites for growth and development

Why?

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Project ManagementCommunication Work Book

Step 1: Describe the ProjectStep 2: Write the Project CharterStep 3: Preliminary Project Proposal Questions Step 4: Building Project Support and Getting Buy-inStep 5: Project Resource PlanningStep 6: Selling Your ProjectStep 7: Building External Project Support

Step 8: Project Checklist for Strategic Leadership

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Step 1: Describe the Project

• Who is the sponsor?• What is the project, and its scope?• Why is the project important?• How will the project be managed?• What resources are needed? Where and When? • Where is the project located?• When does the project start and close?• Who is on the project leadership team?• What are the project roles, responsibilities and

accountabilities?

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Step 1: Describe the Project, cont’d

• What is my assignment?• Why am I on the project team?• When do I work on the project (start and

finish)?• Who are my customers?• Who do I report to?• Where will my efforts be directed?

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Step 2: Write the Project Charter

• Provide project specific information/data: Include your mission statement, brief description of your project assignment, number of people served, and staff, volunteer and project team data, if appropriate.

• Describe the need: Clearly, concisely and specifically tell the sponsor why there is a project.

• Explain what you will do: Describe precisely what will take place as a result of the resources. Provide just enough detail to strengthen the sponsor's interest and support.

• Overview Needed Resources: Begin with reference to your prior contact with the sponsor, if any. Clearly and concisely state the resources required for completing the project/your assignment.

• Close: Connect your proposal and mission to the sponsor's mission and interest. Tell how the project outcomes will serve your assignment and the sponsor's interests.

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Step 2: Write the Project Charter

continued

Charter Attachments:

• Budget - Show the total cost of the project. Include future funding only if the absence of the information will raise questions.

• Project Team List - provided by the Project Planning Team • Charter - provided by the Project Planning Team • Financial Documentation - provided by Project Planning Team • Brief Bios of Key Team Members - include only project related education and

experience.

Why? 84

Step 3: Preliminary Project

Management Questions• What resources will you need?

• What capabilities do you, and your project team, have?

• List Sponsor support for executing the project.

• List additional support needed, if any, for executing the project proposal.

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Step 4: Building Project Support and Getting Buy-in

• Identify two or three related major organizational challenges/problems your sponsor is currently facing.

• Describe how your project/idea relates to or helps resolve these

opportunities/problems. • Who are the project sponsor(s) and project champion(s), and why?

• What can these people contribute to executing the project? • What role will each person have, and responsibilities and accountabilities?

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phone

Step 5: (1 of 3 slides)

Resource Planning for the ProjectAvailable Resources: List and Describe 1. Members: List and describe people with special knowledge, skills,

and related project experience. 2. Facilities: List and describe needed facilities. 3. Machines: List and describe available needed equipment.4. Materials:5. Money:6. Time:7. Methods:

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Step 5: cont’d 2 of 3

Resource Planning for the ProjectNeeded Resources: List and Describe

1. Members: List and describe people with special knowledge, skills, and related project experience.

2. Facilities: List and describe needed facilities. 3. Machines: List and describe available needed equipment.4. Materials:5. Money:6. Time:7. Methods:

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Step 5: cont’d 3 of 3

Resource Planning for the ProjectPrepare a compelling presentation to share:

• Who is needed on your project team? • What can these people contribute to executing the project? • What role, responsibilities and accountabilities will each person have? • What is the project evaluation plan?

– How will it be used for monitoring and controlling the project?

– How will it be used for initiating, planning, executing and closing the project?

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Step 6: Selling Your Project• Tell how and why your project is unique:• Tell how and why your project is timely:• Tell how and why your project is urgent:• Tell how and why your project is compelling:• Tell how your implemented project will capitalize on the organization's

strengths:• Tell how your project will capitalize on the sponsor's

interests/mission/strengths:• Tell how your implemented project will address your organizations

opportunities/problems/challenges/weaknesses:

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Step 7: Building External Project Support

• Networking: List organizations/individuals/groups with shared interests in your project outcomes/impact.

• Personal Contacts: List contacts you have and need to have. • Meetings and Conferences: List meetings and conferences to attend where you

can meet and talk with people with shared interests and experience about your project.

• Collaborating People and Organizations: List organizations and contact people.

Initial Contact: List and provide contact information for initial contacts.(First contact should be by phone, then letter, email, and visit.)

• Benefits of Collaboration: List the advantages to these organizations of working

with you and your organization on your project.

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Step 8: Project Checklist for

Strategic Leadership 1. Confirm Strategic Need by using current year planning process documentation. 2. Draft initial project idea. 3. Assess your individual and organizational capability.4. Assess the need for the project.5. Identify and select the funding source(s) for the project.6. Plan the project.7. Write the project charter.8. Gain project approval and commitment.9. Execute the project.10. Manage and document the project.11. Evaluate the project management. (go to next slide, 2 of 2 for Step 8)12. Close the Project.13. Celebrate

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Step 8: Project Checklist for

Strategic Leadership, 2 of 2

Then, Evaluate the Project Management.Impact in benefits to the Sponsor and Target Population

Financial documents (budget, invoices, contracts)

Personnel documents (time, salary, benefits, recruiting, hiring, evaluation)

Project checklist (goals compared to outcomes)

Executive Summary of project plan and project execution schedule.

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Training and Development

“Lets Go Exploring.”

Wikipedia

SlideShare

Youtube

Google

Benchmark and Commitments (Begin with the end in mind)

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Conclusion

• Projects must be conceived, and believed, to be achieved.

• Project teams need communication, motivation, education, and administration to achieve acceleration.

• Projects must be documented, analyzed and evaluated, to be appreciated.

“Got a project? You can do it: under budget; ahead of schedule; and above expectations.”with Project Management Basics Mitchell W. Manning Sr.

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Before You Go

Evaluate the Class – Project Management Basics– Overall course rating

• Did the course meet objectives?• Did the course meet your expectations?

– Course Content• Was understandable• Materials were effective• Concept and skills can be easily applied

– The Instructor’s Knowledge and Performance– Other Comments

• Share things you would change (negatives)• Share things you would keep the same (positives)

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About Mitch• Mitchell W. Manning, Sr. • Chief Priorities Officer, Priorities Limited• Mitch is a GlaxoWellcome retiree (now GlaxoSmithKline). Positions held

during his career are: Lead Chemical Processor, Senior Validation Specialist, Section Head of Employee Involvement (Project Teams), and Section Head of Regulatory and Technical Training.

• He helped develop the criteria for the Malcolm Baldridge National Quality Award and served two times as an Examiner for the award. He also served two times as an Examiner for the President's Quality Prototype Award.

• Additional information about Mitch is available on LinkedIn.

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Links to Mitch’s SlideSharesProject Management• Project Management Basics• http://www.slideshare.net/FastFix/project-management-basics-15014809• Project Management Made Simple: Using Quick Connects• http://www.slideshare.net/FastFix/project-management-made-simplev2003final-3

170477• Project Management Quick Connects: Essential Technical and Behavioral Skills for

Project Success• http://www.slideshare.net/FastFix/project-management-quick-connects• Process Mapping for Systems Improvement• http://www.slideshare.net/FastFix/process-mapping-for-systems-improvement• Grant Writing: The Project Proposal Work Book• http://www.slideshare.net/FastFix/grant-writing-project-proposal-workbook

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Links to Mitch’s SlideShares• Leadership and Self-Development• Time Management: Skills, Tools and Techniques for Taking Control of Your Time• http://www.slideshare.net/FastFix/time-managementforprioritieslimited• Leadership and Teambuilding Skills: for Enhancing Motivation and Behavior• http://www.slideshare.net/FastFix/leadership-and-team-building• New Team Leader Work Book: A Guide for New Teams and Newly Appointed

Leaders• http://www.slideshare.net/FastFix/new-team-leader-workbook• Insights Into Work Life Balance: Empowering MegaCorp (the slides)• http://www.slideshare.net/FastFix/empowering-mega-corp-slides• Insights Into Work Life Balance: Empowering MegaCorp (the fable)• http://www.slideshare.net/FastFix/empowering-mega-corp-4956999• Working With People: Six Core Principles• http://www.slideshare.net/FastFix/working-with-people• What To Say To Build Relationships• http://www.slideshare.net/FastFix/what-to-say-to-build-relationships

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Links to Mitch’s SlideSharesTraining• Training and Performance Management Guide• http://www.slideshare.net/FastFix/training-and-performance-management-guide• Corporate Training and Development Catalog• http://www.slideshare.net/FastFix/corporate-training-and-development-catalog• Corporate Training Documentation: Learning Management Systems Basics• http://www.slideshare.net/FastFix/corporate-training-documentation-managemen

t• Corporate Training for the Management Team• http://www.slideshare.net/FastFix/corporate-training-for-the-management-team

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Links to Mitch’s SlideSharesRegulatory Compliance• Managing Regulatory Compliance: Responsibility and Accountability for All Levels and All Positions• http://www.slideshare.net/FastFix/managing-regulatory-compliance• Regulatory Compliance: One Consultant's Perspective• http://www.slideshare.net/FastFix/regulatory-compliance-2010-one-consultants-perspective• The Ethics of (Regulatory) Compliance• http://www.slideshare.net/FastFix/the-ethics-of-compliance• Trends In GMP Compliance• http://www.slideshare.net/FastFix/trends-in-gmp-compliance-2012• Quality Systems Investigation Technique• http://www.slideshare.net/FastFix/quality-systems-investigation-technique• Quality Systems Approach Overview• http://www.slideshare.net/FastFix/quality-systems-approach-overview• Leadership for the FDA Inspection: The Managers' Review• http://www.slideshare.net/FastFix/leadership-for-the-fda-inspection-the-manager-review-2195423• Teambuilding for the FDA Inspection: The Employees' Review• http://www.slideshare.net/FastFix/team-building-for-an-fda-inspection-the-employee-review

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Links to Mitch’s SlideSharesJob Interviews• How to Mind Read Your Interviewer: To Get the Job Offer• http://www.slideshare.net/FastFix/how-to-mind-read-the-interviewer• Learn to Mind Read the Interviewer: To Be Your Best At Job Interviews• http://www.slideshare.net/FastFix/learn-to-mind-read-the-interviewer• Career Development: A Fifty Year Process• http://www.slideshare.net/FastFix/career-development-a-fifty-year-process• Job Interview Skills Work Book• http://www.slideshare.net/FastFix/interview-skills-clinic-work-book-for-slide-share• Job Interview Skills Clinic (the slides)• http://www.slideshare.net/FastFix/interview-skills-clinic

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