Managing Projects and People

Summary

• Define the scope• Plan the goals, milestones and deliverables• Determine each person’s realm• Assign work• Monitor progress• Structure meetings• Communicate with client

Projects

A project is defined is a collaborative enterprise, involving research or design, that is

carefully planned to achieve a particular aim

Projects

A project is defined is a collaborative enterprise, involving research or design, that is

carefully planned to achieve a particular aim

Meetings

• Quarterly Planning• Monthly Strategic• Weekly Tactical• Daily Check-In

• Client Update

Meetings

• Structured• Rules• Encourage Conflict

Meetings

• Quarterly Planning– Scope– Vision– Goals– Projects– People

• Come Prepared

Main Roles

VisionaryCEO

Integrator(President)

Revenue Operations Finance

• Pick a team leader• Role:– Document vision (aim)– Document milestones (plan)– Monitor & report progress (collaboration)– Communicates with client– Conduct meetings

Step One – Integrator/Leader

Step One – Team Assignments

• Team assignments/buy-in– Realm– Responsibilities

• Do they:– Understand it?– Want it?– Have the capacity to do it?• Intelligence, skills, time, etc.

Quarterly Planning

Exercise 1 – 10 minutes

• Pick a team leader• Assign team members– Document vision• Team• Individual

Step Two - Scope

SCOPE

RESO

URCE

S SCHEDULE

FEATURES

Step Two – Scope

THEMES

Step Three – Goals & Milestones

• Treat Goals as puzzle pieces• Milestones are steps towards the goal, may

not be owned by goal owner• S- Specific• M- Measurable• A- Assignable• R- Realistic• T – Time-based

Quarterly Planning

Step Three – Goals & Milestones

CORPORATE

Revenue, Cash, Sales Calls, Surveys Completed, Interviews, Pages Written

Step Three – Goals & MilestonesDEPARTMENTAL

Step Three – Goals & MilestonesDEPARTMENTAL

Step Three – Goals & MilestonesDEPARTMENTAL

Exercise 3 – 20 minutes

• Define goals for each person• Define milestones• Set end date for all

• Each person gets a color• Goals on big notes• Milestones on small notes• Stick to giant wall calendar- three months out

Step Five – Post It

www.stormboard.com

Quarterly Planning

• Post it

Exercise 4 – 5 minutes

www.stormboard.com

Quarterly Planning

Step Six – Do It

• Meetings– Be provocative, set up drama, intrigue and

urgency– Encourage conflict, push for it– Provide encouragement and permission

Step Six – Do It

• Daily Check-In– Every day if possible, standing, 5 minutes– Check in email for remote employees

• Update– Daily activities– Assistance needed

• No discussion or problem solving (hard for guys)

Step Six – Do It

Exercise 6 – 5 minutes

• Do a check in meeting

Step Six – Do It

• Weekly Tactical- 1-1.5 hours– Lightning round with top priorities• No detail

– Progress review- key metrics, progress– Real-time agenda• Choose discussion items based on progress review• Pick most important topics

• Set-up 15 min, discussion 1 hour – 1.25 hours

Exercise 7 – 10 minutes

• Do a tactical meeting agenda

Step Six – Do It

• Strategic Meetings– Operating companies- monthly or ad hoc– Consulting- more frequent/with client

• 1-2 hours• Agenda set in advance• Discuss progress and critical strategic issues

Client Management

• No surprises• Regular communication• “Fix it” face-to-face

• Status reports:– What you are working on– What has been completed– Strategic agenda– Information/approvals needed

Exercise 8 – 10 minutes*

• Create a status report

Quarterly Review

• Review each goal with employee– Responsibility– Agreed-Upon Criteria– On Time– On Budget

• Realign with organization• Tie to bonus program (if possible)• Recognize for exceptional service

Quarterly Review

Quarterly Review

Quarterly Review

Quarterly Review

Quarterly Review

Summary

• Define the scope• Plan the goals, milestones and deliverables• Determine each person’s realm• Assign work• Monitor progress• Structure meetings• Communicate with client

Mike Moyer