Objectives Learn that when you are assigned a project you need to - Get moving Today
Time to get serious Main Objectives Understand that you OWN the Project Learn the significance of the six honest men
You OWN the Project It’s level of success is in direct proportion to your dedication to the details The event is your gift to CAP The community Yourself
You are the Linchpin Definition of LINCHPIN 1: a locking pin inserted crosswise (as through the end of an axle or shaft) 2: one that serves to hold together parts or elements that exist or function as a unit
Linchpin There are no longer any great jobs where someone else tells you precisely what to do. p 14 Leaders don’t get a map or set of rules. p. 19 If it wasn’t a mystery, it would be easy. If it were easy, it wouldn’t be worth much. p. 69
Here’s what I know (by Seth Godin) … Projects fail because when we work in teams, we seek deniability. We want instructions, not insight. We want someone else to be happy with our work and someone else to take the blame when things don't work out.
Six Honest Men I keep six honest serving-men (They taught me all I knew); Their names are What and Why and When And How and Where and Who. Rudyard Kipling 1865 - 1936
Project Definition What is a Project? A class Running an activity Spaatz award Your first / next stripe Your lifetime
What is a Project Sequence of tasks Planned from beginning to end Bounded by time, resources, & required results Defined outcome and "deliverables” Deadline Budget Limits number of people, supplies, etc
Tasks vs Projects Responding to email Making coffee Producing a customer newsletter Writing a letter to a prospect Hooking up a printer Catering a party Writing a book
Five Features of a Project Defined beginning, end, schedule, and approach Use resources specifically allocated to the work End results have specific goals (time, cost, performance/quality) Follows planned, organized approach Usually involves a team of people
A Project Successful Organized, well planned approach Project Team Commitment Balance among Time Resources Results Customer Satisfaction
Who is a Project Officer A (humble) leader The go-to person for answers A delegator A Central Point of Contact Many hats
Who is a Project Officer Is the PO the decision maker? Has developed a “calibrated gut” Understands cause and effect
When should you begin and end Begin NOW You work through the event You can consider your project “done” when the project retrospective has been completed End of Project briefing Compares Planned vs Actual Project Continuity book
Where does PM take place Wherever you are at the moment. In your office / room At squadron meetings At designated locations (Bella Bru, Starbucks) with team members
How do we manage a Project Define the problem Understand the constraints Define and assign roles Build a plan (milestones and details) Communicate clearly, early, and often Execute the plan Define deliverables and “ship” weekly Follow up on assigned tasks
Define the problem KISS What is the objective, why is it important, who is it for, when do we have to do it.
Scope Statement To arrive at Swamp Island (Where) by the next full moon (When) with the hunting party (Who) to spear alligators (What) with our sharpened spears (How) for the tribe (Who) to eat (Why) during the winter (When).
Activity Statement of Your Project Write down in basic terms (i.e., in simple declarative sentences) a project you are thinking about. What: Why: When: How: Where: Who: