Project Management Handbook 10.1

”Getting the job done”A Practical Guide to Project

Management

Document Owner: Jessica HaghVersion: 1.0

Before we start…This is a handbook on how to lead projects. Here we will go beyond the tools and

templates you learn from PMI or Prince2. This is about how to use the tools. The practicalities, the people bit. How to actually get the job done. The questions you need to ask, the check ups you need to make. How to support your team, convince reluctant stakeholders, secure resources in an ever changing world. How to create a realistic project plan you and your team can actually deliver. How to engage your target audience! How to prepare for some of the key workshops and meetings you need to host. How to get the job done...

This is what I have learned so far in my role as project leader, process improvement specialist and project management coach at the world’s leading container shipping company. The things I wished somebody had told me BEFORE I started my first project. The things my project leader trainees have brought up during their coaching sessions. The lessons we learned, the solutions we came up with.

I am a certified Prince2 Practitioner and a Lean Six Sigma Black Belt.

For more detailed advice please also check out the rest of the series: ”Project Leadership”, ” The Project Plan”, ”Change Management” and ”PMO Set Up”

Before we start…A few basic facts and assumptions 3

Assignment #1 6

Assignemnt#2 7

Template Self awareness 8

Content 9

Learning Points 10

Part I

Getting started 11

Assignment #3 17

Mobilize your team and the organisation 24

Plan the work 43

Assignement#4 48

Assignement#5 50

Part II

Manage the project 67

Assignemnt#6 80

Assignement #7

Handover-close down of project 93

Assignemnt#8 96

Learn more – Suggested reading 97

Feedback template 98

Learning Log 99

• Project leadership is a skill that takes time to develop in a person or organization.

© 2004 P. W. Ford

95 % of all projects fail because of socio- emotional issues…!

Only 16% of Change Projects are successfully delivered.

Most Transformation Projects fail , usually due to poor ownership building

P. W. Ford

design

Worst project?

-What was not working well?

-What would you have liked to have seen done differently?

Best project? -How was it well managed?

Ice- breaker

Use this ice breaker exercise with your team when you start a new project to get to know their experience with projects

Exercise: Describe the best project you have been working on, what went well and how was it well managed? Describe your worst project.

Self Awareness Exercise (find links on page 97)

What is your theme song?http://www.youtube.com/watch?v=Ho-Q4QNyCD0

Are you an upholder?What is your attitude to deadlines and rules?

My “theme song”was for many years “One Moment in Time”, it totally describe my attitude to life, projects, sport,

any task really.

Myers-Briggs test

Johari Window

Being the leader of projects require a unique set of leadership skills. You will have to be able to lead without any “formal “authority and to exercise influence over a broad range of stakeholders and your team. None of us are likely to become Henry Ford but his example points out a critical key to success: AWARENESS.Awareness of the environment you work in; the hierarchies and culture. Awareness of what preoccupies the people you wish to lead. Awareness about yourself, your drivers, your vision, your communication style. Your red buttons. As the project leader your awareness and accurate understanding of any give situation will affect everyone around you. Your team and your sponsor depend on your perception of the situation and the actions you take. Self awareness is a key to success, so take some time to reflect upon yourself and ask for feedback! What are your values? What are your drivers? How well do you communicate those.Most important, what impression do you make on others?!

Communication Style

http://www.youtube.com/watch?v=Ho-Q4QNyCD0

Tips on working with Jessica My Myers-Briggs style: EN/FP (Extroverted Intuitive / Feeling Perceiving)

In a team environment, the ENFP can contribute by: • Acting as a catalyst for change and encourage the team to change together • Focusing on areas of agreement and building on other’s proposals• Generating team spirit though the ENFP's own energy and enthusiasm • Where there are areas of disagreement, exploring a wide range of options to see if a point of agreement can be

found• Contributing creative ideas, particularly those involving people• Including others in the process of developing ideas and vision, and being very accepting of contributions, even

of varying qualityThe potential ways in which an ENFP can irritate others include: • Loosing sight of the main purpose of the discussion and going off at tangents• Initiating too many projects, and not being able to delivery on all of them• Talking too much• Making errors of fact Hot Buttons (Behaviors):

• Being very critical of others

• Focusing on the problems i/o the solutions

My Principle: The difficult we can do at once, the impossible only takes a little longer.

My Priorities: 1. My boyfriend 2. Work 3.Being there for friends and family. 4. See the world

My Drivers: 1. Finding solutions 2. Getting positive feedback 3. Connecting with people

4. Try new things 5. Having fun at work and in life

My Operating premises at work:• People-focused• Unconventional• Solutions orientated• Positive, friendly, polite brings out

the best in me and others• Challenge but challenge

constructively, speak with data.

Be Aware: I love to connect with new people, learn new things, I talk a lot and ask a lot of questions, but when stressed I can come across as uncommunicative and unapproachable. I am kind but tough, strong drive to succeed, very stong.

Communication: face to face, group discussion, presentations, phone, email,

This is a template you can use to increase your own self awareness but you can also use it for a team building event. It promotes self awareness and understanding of each other in the team, enabling respectful team work.

The art & sience of how to start up, manage, and wrap up a project

Agenda

Day 1 ”Mobilize your project”

• Getting started…

• Mobilize the team & the organisation

• Plan the work

***********************************

Day 2 ”Manage your project”

• Manage the project

• Handover-close down of project

Learning pointsHow to….

At the end of this training you should know how to:

• Establish and maintain a good relationship with your sponsor

• Deliver your project on time and within budget• Support your team• Manage deadlines and resources• Secure resources in an ever changing world• Deliver sustainable change

* Sponsor is a company specific term, it describes the business process owner accountable for delivering the project benefit case to the company and the person to whom the project leader is responsible to deliver the project.

Getting started…

- What is the problem?

(and how will we know it has been solved?)

1.Defining visions and goals

2. Defining success criteria

Beware! You will be surprised how many projects that start without a clear understanding of these questions. If a project is action driven rather than goal directed it will be difficult for you as project leader to argue you have delivered a successful project…

Meet your sponsor*…So you have this idea about a project?

• Is it your own project idea?• Or is it your sponsor who has an idea for you to lead?

Regardless, you and your sponsor must be aligned on purpose and how you define success!

What does “good look like”?• Goals, timing, success criteria• “Guess-timate” Business Case

-Benefits?

-Project cost? Resource estimate

* Sponsor is a company specific term, it describes the business process owner accountable for delivering the project benefit case to the company and the person to whom you as project leader deliver the project.

Useful tools& templates

What changes can we make that will

result in an improvement?

How will we know that a change is

improvement?

What are we trying to

accomplish?

Business case

Charter

Resource estimate

3 Q

What changes can we make that will result in

improvement?

How will we know that a change is improvement?


accomplish?

1. Clear goals + well defined scope+ realistictimelines Deliverables , ”output”TimingPurpose. Benefit/ business caseIn& out of scope?Is there a fixed deadline?

2. The success criteria

-How will we know the problem has been solved?-”What does good look like”? -How can you ”proof” that? Benefit tracking modelDescribe

3. The Plan• Understand the purpose• Create a project plan• Define the problem• Envision solutions• Test solutions, has the problem been solved? How do you know?• Implement new process• Implement new process management controls• Hand over new process to process owner

Says who?Project leader & team.

Says who?Project leader & sponsor”

Quality management

Time& resources

Scope

Time Resources

Scope

Time+ Resources+ Scope= Quality

1.Time + Resouces define scope2. Time+ resources+ scope define quality

An alternative view of quality…

So, how do you build a good relationship with your sponsor?

Exercise

• What is the sponsor role?• What do you need from a sponsor?• What you think a sponsor expect of you?

Getting started…

- What is the problem?

(and how will we know it has been solved?)

1.Defining visions and goals

2.Defining success criteria

$

DESCRIBE!OUTPUT! CHANGE! WHAT DOES IT LOOK LIKE?!Today….Tomorrow…

What changes can we make that

will result in improvement?

How will we know that a change is

improvement?


accomplish?

2. How will we know a change is an improvement. What does good look like?

- How to measure? Verify? ”Proof”

• Reduced errors• Improved customer satisfaction• Improved turntime• xxx….

Says who?Project leader & sponsor”

Says who?Project leader & team

Now you know what you are going to do...

• Purpose, scope, benefit case

So HOW are you going to do it?

Select project

Establish project leadership team

• Clarify purpose, objectives& deliverables, benefit case and success criteria

• List enablers and barriers• Identify key people• Make FTE assessment

• Recruit and mobilize team• Define process for improvement• Identify measurements, or proof of concept,

establish baseline& goals, define benefit tracking model (data collection plan)

• Assess risks and dependencies• Create stakeholder map• Define support estimate (resources & cost)• Define milestones& project plan• Establish team management plan

• Establish risk & dependency management plan

• Create communication plan• Establish project review

processes• Hold phase completion

review meeting project lead + sponsor+ steering committee

Mobilize project- a model Deliverables Mobilize• Project contract• Project plan• Team management

plan/ ways of working• Resources estimate• Risk management plan• Dependency

management plan• Stakeholder &

communication plan

Iterative

CHARTER/CONTRACT

PROJECT MANAGEMENT

PLAN

TEAM MANAGEMENT

PLAN

RESSOURCE ESTIMATE

(amount/cost)

RISK MANAGEMENT

PLAN

DEPENDENCY MANAGEMENT

PLAN

STAKEHOLDER MANAGEMENT

PLAN

purpose

scope SIPOC stakeholder map

objectives/end deliverables measurements

communication plan

baseline measurements data collection plan

goal performance time line (Gantt)

milestonesmilestone tracking process

benefit casebenefit tracking model

steering committee

project team activity plans/ action logs/ RACI sponsors staff resources

ressource estimate project leader IT requirements Risk log Gantt chart

list of enablers/barriers project team other equipment

Risk management plan

dependency management plan

ressource estimate travel

ways of working/ ground rules

performance review process

Project Management Tools “Check list” end of MOBILIZE phase

Mobilize the team & the organiztion

1. Who should be in the team?

2.Mobilizing the team

3. Mobilizing the organisation

Who should be in the team?

• Skills needed?• Personal qualities?• Availability?• Who is the functional manager?• Resource competition? Other ongoing projects? Daily

workload?• How to mobilize interest for your project and ensure

availability?• How to mobilize your team?

Mobilize the team- project leader“to do list”

ActionDue date StatusComment

List skills and personal qualities I need in my team Set YOUR selection criteria.List potential candidates Check availability with functional manager

"How to 'sell' the project idea, possibly engage sponsor at this stage?

Check level of interest with potential team candidates

Check in what they are working on, work load, holiday plans, etc. Is this person really available?

Schedule "kick-off meeting"

.

How do you mobilize interest for YOUR project? How do you get on top of everybody’s agenda?(hint, it is not about you…it is about what’s in it for them…with their words…) BUT they do not have VETO right, you are in charge, to deliver change…

Mobilize the team & the organization

1.Who should be in the team

2. Mobilizing the team

3. Mobilizing the organisation

1st team meeting

• What is the task at hand?• What resources will we need

to deliver this? Time & resource estimate. Other enablers & dependencies?

• How are we going to work together as a team?

Meeting Agenda

Topic Desired Outcome & Output Input needed Who Time

TOPIC WHAT ARE WE TRYING TO ACCOMPLISH? END GOAL; SUCCESSFUL OUTCOME; WHAT IS THE TANGIBLE DIFFERENCE YOU WILL SEE AT THE END OF THIS SESSION? TANGIBLE OUTPUT

WHAT TOOL WILL BE USED? HOW WILL WE GET THERE? WHAT INPUT IS NEEDED

WHO OWNS THE TOPIC? WHO CAN PROVIDE INPUT/facts/data?WHO NEEDS TO BE PART OF THE DISCUSSION? Decisionmakers

TIMING?

Action & Decision Review Read out decisions, actions, owners & due dates – Capture any missing or edit as necessary

5 min

5 R’s- How are we going to work together?

Relationships

• How will the team become a team and work as a team

• Team building activities

• Celebration of successes

• Dealing with challenges

• Should their be any formal mentoring or coaching within the team, if so how will this take place

Range

• What is the purpose of the project

• What is the scope of the project

• What process are you working on? SIPOC

• What are the project boundaries – when does it start, stop, or new members come in

Results

•What will the results of the team work be

•The project benefit case

•The change

Roles

• Establish the roles in the team, who is expected to do what, what are they accountable for, and how much time should they use*Rules

• What are the rules for “daily business”? ”Getting the job done”, team meetings, giving feedback. Etc.

What resources will we require?

Enablers• What resources and support

will enable the project?• Including time estimate

Barriers• What obstacles or

challenges do we have to overcome?

DependenciesOther projects that need to be completed?

Other dependencies?Who else needs to be involved?

Who will we need to work with?

Needs to be involved• To do what and when? (what

do we need from them?)• How to engage?

Will be impacted • How and when?

(today you do this…,

tomorrow you will do that)• How to initiate

communication? (what do they need from us)

Action log from 1st team meeting

Action Responsible Due date Status

• Set a date for next team meeting (Project plan workshop)

• Actions to rally resources?

• Actions to engage with key stakeholders?

• Personal “to-do” lists and follow up plans?

Five frogs are sitting on a log.

Four decide to jump off.

So how many are left?

Decisions are worthless … unless you turn them into commitments.

Five, because deciding is different than doing.”

A note on action logs, and commitment... How to get off the ground…

The role of the project leader…

• Project leadership is a skill that takes time to develop in a person or organization.

© 2004 P. W. Ford

Remember…!

It is impossible to preserve sanity at work without open communication.

Ask and You Shall Receive…Commitment conversations begin with a request

“Can you bring the reports to the meeting?”

Things can go off track at this early point, especially if you ask without really asking.

The typical way to avoid making a clear request is to make a muddled one.

-It would be great if…-Someone should…-Do we all agree to…?-Can you try to…?-The boss wants...

Assertiveness & communication

Although there are many ways to ask, the most effective ones follow a common pattern:

In order to get A (a want or need),

I ask that you deliver B by C.

Can you commit to that?

Well-formed request demands a clear response. There are only three possible answers:

-Yes, I commit.-No, I decline.-I can’t commit yet because…,a. I need clarification.b. I need to check; I promise to respond by X.c. I want to propose an alternative.d. I can make it only if I get Y by Z.

Anything else is a weasel promise !

Here are some interesting ways by which people often say, “No, I don’t commit.”

-Yes, I’ll try.-OK, let me see what I can do.-Seems doable.-Let me check into it.-Someone will take care of it/get back to you…

Recap of day 1

http://www.slate.com/blogs/the_slatest/2013/05/23/obama_heckler_video_code_pink_s_medea_benjamin_interupts_president_obama.html

How to handle disruptions…

You will find links to more advice on this on page 97

The art & sience of how to start up, manage, and wrap up a project

Agenda

Day 1 ”Mobilize your project”

• Getting started…

• Mobilize the team & the organisation

• Plan the work

***********************************

Day 2 ”Manage your project”

• Manage the project

• Handover-close down of project

Plan the work…

1.Creating the project plan

2.Setting timelines

3. Identifying risk & dependencies

4. Assign task and responsibilities

5. Define the project management and review process

2nd Team Meeting Creating the project plan

PAGE 41

All rights reserved © 2008

Month 4 5 6

Project planOverall timeline

8 9 10 11 12 1 2

2009

3 7

1. Project scoping and team mobilisation

Booking on standard terms project

2. Obtaining baseline data* from pilot countries

1st Pilot PDSA4. Kickoff 1st pilot test in Germanyin week 47

Tariff cleanup and simplification8. Tariff cleanup and simplification

8 9 10

7. Global roll-outGlobal

Roll-out

Scope & team setup

Baseline data*

Today

3. Conduct on-site workshop in one of the 4 selected pilot countries

On-site workshop

2nd Pilot

PDSA

5. Kickoff 2nd & 3rd pilot test in India in week 49

3rd - 4th Pilot

PDSA6. Kickoff 4th pilot test in Turkeyand Chile in week 507. Review results of pilots and design global roll-out package

Design global roll-out package

*both system analysis (RKMS2) performed and manual data collection to be collected within countries

Project Timeline workshop

Gantt chart

High level version (for external

communication)

Action log

24

10

2/5

Setup detailed training program for process involved Staff

1553New Pricing Process requires strict governance - if not in place process will break down

6

(3/2)

Stagger the implementation (several stages) and focus on non key routes first

1553Destabilization of sensitive markets

15

(5/3)

Speed up recruitment new team members2555

Loss of project team members and/or recruiting new resources delaying the project

20

25

Risk Index

(1-25)

5

(5/3)

Work closely with Pilot countries and obtain signoff from each country

54Scope overlap from other global projects might jeopardize business case realization

Reporting and Enabling Reports not ready for scheduled roll-out

I ssue / Risk

5

Impact

(1-5)

5

Probability

(1-5)

Use the delay to align the Yield and tier pricing initiatives

Mitigation

I ssues and risks to milestone plan (Example)

20

(5/4)

Risk Index

After

Mitigation

1-9 10-15 16-25

Risk management

planWho Responsible Accountable Consulted Informed

DeliverableMilestone 1 Milestone 2 Milestone 3 Milestone 4

RACI

You will find more advice on this is in the specific “Project Plan” handbook in this series.

The project plan

Deliverables, timelines, tasks and dependencies

1. Review the purpose of the project.

2. What are the end deliverables? Tangible output.

3. What main “building blocks” are needed to deliver the end deliverables. Tangible output. Milestones.

4. What tasks needs doing to build the building blocks? All required input and activities, including the Maersk Model.

5. What are the dependencies between the building blocks?

6. How long will it take to build each building block?

7. What risks, issues, challenges exist?

DeliverablesMilestones

Tasks

Tasks Milestones Deliverables

Risks?

Dependencies?

1. What are the end deliverables? OUTPUT!

2. What are the main building blocks- the ”Milestones” to build? OUTPUT

3. What tasks will need doing? Verb+noun

4. What are the inter- dependencies , between tasks , between milestones? Other dependencies outside the project?

5. How long will it take to build each building block. Deadlines.

6. What risks exist? Competing resources? Review deadlines.

7. Who should be doing what? Accountability and responsibility. RACI

8. Create action logs and personal to-do lists

Who

x y z w

Activity/task Milestone 1 A+ R Milestone 2 A R I IMilestone 3 C A+R Milestone 4 Milestone 5 Milestone 6

R = Responsible A = Accountable C = Consulted I = Informed

RACIOwnership of delivering milestones

Minimum Accountable and Responsible

What is reasonable ?

• Where to draw the line “accountability to “honour commitments”…?

• Project commitments vs “daily business”…• What can you do?

Action log

Action Responsible Due date Status

So how do you deliver a project on time and within budget?

Exercise:

• According to your experience• Create your own guide lines and check lists

Project leader “to- do- list”

• Create Gantt chart• Create risk log• Create RACI• Create milestone tracking plan/ VMS template• Create Terms of reference• Set up VMS• Create Team management plan. 1-2-1 with your team.• Create Resource tracking template• Schedule Stakeholder mapping workshop

Template to Identify the Deliverables

Milestone Responsible Success criteria Deadline

Milestone 1

Milestone 2

1 2 3 4 5 6 7 8 9 10 11 12

Milestone 1

Milestone 2

Milestone 3

Milestone 4

Milestone 5

Milestone 3 Progress 10% Status

Task 1

Task 2

Task 3

Task 4

Task 5

Task 6

Current Status Todays date Next steps

Action Due Responsible

xxxx

yyy

zzzzz

Risk? Xxx

Project Name Start date: April 5th 2013 Estimated completion date: July 2013

Project leader: Name

Milestone tracking

Project Risk Log

RiskProbabilit

y

(1-5)

Impact

(1-5)

Risk Index

(1-25)Mitigation

Risk Index

After

Mitigation


5 5 25Use the delay to align the Yield and tier pricing initiatives

20(5/4)


5 5 25 Speed up recruitment new team members

15(5/3)

Scope overlap from other global projects might jeopardize business case realization

4 5 20Work closely with Pilot countries and obtain signoff from each country

5(5/3)

New Pricing Process requires strict governance - if not in place process will break down

3 5 15Setup detailed training program for process involved Staff

102/5

Destabilization of sensitive markets 3 5 15Stagger the implementation (several stages) and focus on non key routes first

6(3/2)

1-9 10-15 16-25

Risk management

Terms of Reference – weekly meetings

Frequency: weekly, FridaysVenue: HR Meeting roomTiming: 60 mins

OBJECTIVES:Regular status updates, current status and next stepsTo review the project plan and action log, to check if we are on track and if not, why and what needs to be done to get back on track, to ensure focus on delivery, swift actions. Team work to ensure we are on the same track and to help each other reach our objectivesTo capture lessons learned: for continuous improvement and learning; this is going well, this we want to do more/less/ differently next time/ going forward INPUTS+PREPARATION:

Standard agendaProject plan+ action logPrepare lessons learned

ATTENDEES: Project team

AGENDA:What is going well, results delivered this weekReview project plan, are we on track?Action log, any outstanding actions?Lessons learned: Yellow hat:this has been going wellBlack hat: this was not going so wellGreen hat: we have learned this, next time I will do

more/less/this differntlyNext steps, possibilities and challenges, actions

OUTPUTS:Updated Action log, deliverables/objectives for nxt weekLessons learned

Ground Rules:Open & honestNon JudgementalChallenge constructively

The Gantt chart For the project team

The Gantt chartFor your audience

1 2 3 4 5 6 7 8 9 10 11 12week

Milestone 1Deadline

Milestone 2

Milestone 3

Milestone 4

Milestone 5(end deliverables)

Status

Mobilize the team & the organization…

1.Who should be in the team

2.. Mobilizing the team

3. Mobilizing the orgaization

3rd Team meeting Creating the Stakeholder map & the communication plan

• Stakeholder map• Communication plan• Project status reporting

Stakeholder Stakeholder interest in this project What do we need from them? What do they need from us? Level of

influence

Prepared- ness to support

Stakeholder analysis

Stakeholder MatrixS

trong

Low

Challenger Passive Resistor Neutral Active Supporter Leader

C: MAXIMUM EFFORTHigh Priority.. Seek to motivate, generate a sense of

urgency via F2F, workshops, WebEx, tailored updates

D: KEY PLAYERSKeep satisfied.. Take action to use these individuals as change agents/leaders via F2F, workshops, WebEx, tailored updates

B: ENHANCEMENT OPPORTUNITYKeep Informed.. Monitor for ‘under the radar’ changes;

consider action to enhance influence

A: MINIMUM EFFORTMinimal Efforts required.. Respond to ad-hoc request

and inform via team-site/EnableLevel of

influence

(Form

al or

Info

rmal)

Preparedness to support / Interest(Stakeholder’s motivation or enthusiasm to change current status)

Project leader “to do list”

• Add communication plan to Gantt chart and RACI

CHARTER/CONTRACT

PROJECT MANAGEMENT

PLAN

TEAM MANAGEMENT

PLAN

RESSOURCE ESTIMATE

(amount/cost)

RISK MANAGEMENT

PLAN

DEPENDENCY MANAGEMENT

PLAN

STAKEHOLDER MANAGEMENT

PLAN

purpose

scope SIPOC stakeholder map

objectives/end deliverables measurements

communication plan

baseline measurements data collection plan

goal performance time line (Gantt)

milestonesmilestone tracking process

benefit casebenefit tracking model

steering committee

project team activity plans/ action logs/ RACI sponsors staff resources

ressource estimate project leader IT requirements Risk log Gantt chart

list of enablers/barriers project team other equipment

Risk management plan

dependency management plan

ressource estimate travel

ways of working/ ground rules

performance review process

Project Management Tools “Check list” end of MOBILIZE phase

End of Mobilize

• Now you have laid the foundation…

• Project management is an iterative process, you will revisit several topics throughout the project cycle

Manage your projectGet the job done...

The road to success…

• Set Goals

• Build relationships

• Deliver results

Manage your project1 a) The Maersk Model

• Analyse the problem• Envision solutions• Test the solutions- manage the pilot, has the problem

been solved? How do you know? • Engage with your target audience• Introduce change…• What is the change?• Train the organization• Hand over the management controls to the process

owner

Manage your project1 b) Manage your project

• Keep your team happy• Keep track of progress• Identify and address risks and issues• Solve problems• Status reporting • Communication with key stakeholders, progress, findings• Prepare next steps

This is the team

XxxxRole, role, role

“Organisational chart” • For Communication

purposes• For yourself…take care of

your team, get to know each and everyone, we all have our little ways…

Hardcore Alignment… also known as “Working with…”

• Use this to approach to align with colleagues on communication needs, working relationship expectations, and practical channel preferences.

• This is a one to one, ideally face to face, meeting in a quiet spot.

• Best to focus on the practical things that will make the working relationship beneficial for both parties.

• Share your needs and expectations as well.• This is an example calendar invite to set up the

session: 1to1_Invite

"God is in the details". - Ludwig Mies van der Rohe

Department

“Questionnaire”

As we are working together in a new context, I'd like to sit down with you one on one and discuss the following points:

1 - What are your expectations from me as a colleague?

2 - What do you need to know from me?

3 - What is your preferred channel to receive information?

4 - Share what I expect

5 - Share what I need to know

6 - Share what the communication channels I prefer

Slide no. 73

Working with… (replace “…” with the name of

colleague)

… needs to know… … will proactively share with me…

… expectations are… … preferred channel…

Focus on understanding from your colleague, the practical topics that your colleague needs to know from you.

Asking, within the scope of my current role, what do you need to know from me? What information can I share with you to make your life easier… make your team run more smoothly…

Share your communication needs from your colleague and their team. Be as detailed as possible.

Agree any timing requirements for the communication or sources to proactively reference.

This could get fluffy, so use examples around your expectations to set the tone.

Set the scene, “to ensure the best possible working relationship, let’s share our expectations from colleagues”

Ask, What do you expect from me?… How do you like to work with colleagues?…

This is really practical and can help get better turn around on decisions, improve collaboration, avoid the little annoyances that get ever so real for us as colleagues.

Use your preferences as an example. “I prefer you email actions so I can add them to my calendar to complete” or “Don’t leave me voice mail, I’ll return your missed call”

Ask, What is your preferred channel of communication?… Do you listen to voice mail?... Do you use Office Communicator? Etc.

The Global Service Center power point team, MNLGSCANLPPT, can type this up for you… see next slide

Working with Tine - ExampleTine needs to know… Tine will proactively share

with me…

Tine’s expectations are… Tine’s preferred channel…

What customers are selected?-Martin

When are we testing?-Martin

(Timeliness)

Who will do what for customer contact?

Wants Karina & I to be coordinated

Who are we interacting with?

Karina

Communications

Plan & Execution

Survey approach & needs

Received ppt & webex content

To be toldif I am annoyed or pissed off

Ask for info directly

Quickly & directly raise concerns

Question what we do…Discuss with team directly

Email is primary

Phone ok –doesn’t listen to voicemail

Gets annoyed if emails not answered

Task Name: Why is this important?

Specifics: (SMART)

What does success / completion look like? What are the criteria for success?

What report-back / update checks to you want? At what intervals will you provide feedback?

When does it need to be completed? Is there time to redo the job, if it doesn’t meet expectations?

Do I have the experience, knowledge and skills to complete? What are the consequences to not delivering on time?

What do I get out of this? What is the gain for the team?

What resouces do I need?

Delegation

Performance dialogue

• 1-on-1 with your team members• Be clear on your role• Collaborative, find solutions

So how do you support your team to enable them to deliver on time?

Exercise:

• Write your own set of guide lines

PEX Project Charter & Contract Template

How are you feeling?

What have been the successes and challenges this past week?

Have we successfully addressed the challenges and action points from last week?

This is how I see your performance from this past week: … …

How do you see my performance as your manager this past week –what can I learn or improve on?

What challenges and action points should we raise for this week?

What else/specifically can I do to support you?

Weekly performance dialogue with team members

Keeping track of things...

• Progress on tasks, milestones. The Project Plan. Socio- emotional issues…

• Mitigate risks, handle issues

• Making sure you are on track, in line with the plan

• Keep sponsor and key stakeholders informed

• Prepare next steps…

• Identify issues- decide ACTION

Project plan, stakeholder map, risk log maintenance

• Review project plan weekly• But who has authority to move deadlines and change

goals?• Review stakeholdermap ”frequently”, are they moving?

How do you know?• Identified risks require mitigation plans• Identified issues require mitigation actions

1 2 3 4 5 6 7 8 9 10 11 12

Milestone 1

Milestone 2

Milestone 3

Milestone 4

Milestone 5

Milestone 3 Progress 10% Status

Task 1

Task 2

Task 3

Task 4

Task 5

Task 6

Current Status Todays date Next steps

Action Due Responsible

xxxx

yyy

zzzzz

Risk? Xxx

Project Name Start date: April 5th 2013 Estimated completion date: July 2013

Project leader: Name

Manage risk and issues

Project Risk Log

RiskProbabilit

y

(1-5)

Impact

(1-5)

Risk Index

(1-25)Mitigation

Risk Index

After

Mitigation


5 5 25Use the delay to align the Yield and tier pricing initiatives

20(5/4)


5 5 25 Speed up recruitment new team members

15(5/3)

Scope overlap from other global projects might jeopardize business case realization

4 5 20Work closely with Pilot countries and obtain signoff from each country

5(5/3)

New Pricing Process requires strict governance - if not in place process will break down

3 5 15Setup detailed training program for process involved Staff

102/5

Destabilization of sensitive markets 3 5 15Stagger the implementation (several stages) and focus on non key routes first

6(3/2)

1-9 10-15 16-25

So how do you manage an ever-changing world?

• Things “beyond our control”?• Ever changing resources• Keeping track of things…

Dear God give me the serenity to accept the things I cannot change,

The courage to change the things I can,

And the wisdom to know the difference

Resource tracking

Status reporting/ VMS

• The famous “One pager”• Benefit tracking!

Tailor make to suit your audience…

• A note on “over communication”• Information v.s. communication• Addressing risks, issues, problem solving, always

good to have an idea…• Be open about your challenges?

Communication with your target audience…

• Status reporting to key stakeholders, keep informed, attention span, engagement…

• Change management, information & communication• Who has VETO? Does everybody have a say? Who

“knows best”…? How to handle feedback. Volounteered info you didn’t ask for. Feeback you have asked for….

• How do you create acceptance, buy-in and commitment?• How do you know the level of acceptance, buy-in?

Commitment?

Changing the way we do things around here…

• What is the change…

1. Where are we starting from?

2. Where are we going?

3. Why? What’s in it for the customers, for your audience.

4. What is the change…

What is the change? What is the learning need?

• What does your target audience need to learn?• How will you train them?• How will you know they have learned, bought into,

accepted and committed to a new process?• A word on VETO…

Handing over…

• Project closure…

Learn more about this in the “Change Management” in this series

Process management controls

• No handover without process management controls• No new process without process and result measures• How do you know your process owner has full

understanding and ready to take ownership?

“The art of communication is the language of leadership.“ James Humes

So how do you achieve sustainable change?

Exercise:

• Write your own guide lines

Learn more, suggested readingArticles, books, websites. Check in with me and get your free copy

• Learning Styles, e.g. The 4 MAT System• Coat of Arms Assignment- Get to know yourself and your colleagues• Personal Communication Styles Inventory: coachinc.com• Who am I- SCANDEVO• The Nine Boxes- An interviewing technique to really understand your stakeholder. GoAgile• Flirting with your customers. GoAgile• Are you an upholder, a questioner, a Rebel or an Obliger? gretchenrubin.com• Assertiveness. Working WITH People Not Against Them• How to write an email that gets the job done.• How to prepare a “Kick off meeting”• How to be Successful in Meetings• HBS: Elevator Pitch• HBR: How to Listen When Your Communication Styles Don’t Match• Handling Questions• Keys to Effective Listening• Guideline Active Listening• Consultative Problem Solving Model The Villard Group Inc• Collaborating with Non Collaborators. ProjectConnections Blog• Managing Disruptive Behavior. The Villard Group Inc• How to Spot and Deal with Passive- Aggressive• How Will I Be a Better Coach• Good Coaching Questions• Monthly Performance Review Meeting documentation Tool

Feedback to me. Next PM training. Do More, less, differently?

This is what I have learned…

Learning Log Project Management Training

I will start doing this?

I will stop doing this?

I will do this differently in future

Learning Log Project Management Training

Documents

Project Management Handbook 10.1