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HIGH PERFORMANCE MANAGEMENT CONFERENCE PROJECT MANAGEMENT.

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Presentation on theme: "HIGH PERFORMANCE MANAGEMENT CONFERENCE PROJECT MANAGEMENT."— Presentation transcript:

1 HIGH PERFORMANCE MANAGEMENT CONFERENCE PROJECT MANAGEMENT

2 What is a Project? A temporary endeavor undertaken to create a unique product, service, or result. Source: Project Management Institute (PMI).

3 What is a Project? Temporary – Has a definite beginning and ending point Unique – Is not routine; the product or service is distinguishable in some way from other similar products or services Team – Is accomplished by a team of people assembled for the duration of project who don’t usually work together

4 New Prescription Drug Staging Concert or Musical Building Home, Road, etc. Implementing New Process or Software

5 Growing Profession Prior to 2010 Aerospace & Defense Construction & Engineering Financial Services Information Technology Pharmaceuticals Telecommunications Utilities Web/Internet/Software 2010 to 2020 Business Services Healthcare Manufacturing Construction & Engineering Financial Services Information Technology Utilities Oil & Gas +12% Almost 6.2 million U.S. jobs by 2020

6 What is Project Management?

7 Project Management… The application of knowledge, skills, and techniques to execute projects effectively and efficiently. Technical Management People Management Change Management

8 Project Management Requires… All the skills of a High Performing Leader to complete tasks. Technical TasksTeam TasksOrganizational Tasks Evaluate scope and requirements Create and maintain a project plan Create and manage a project budget Assemble and motivate a project team Identify and set expectations with stakeholders Manage issues and risks Identify and lead change efforts Communicate internally and externally

9 Technical Management Initiating Planning Executing Controlling Closing Initiating Define scope and timeline of project Set goals Define necessary resources/team Identify success criteria

10 Technical Management Initiating Planning Executing Controlling Closing Planning Assemble the team Determine roles and responsibilities Schedule tasks Identify internal and external stakeholders

11 Technical Management Initiating Planning Executing Controlling Closing Executing Track progress against plan Manage the project constraints of quality, time, and cost

12 Technical Management Initiating Planning Executing Controlling Closing Controlling Monitor issues and risks Manage schedule and budget Prevent scope creep

13 Technical Management Initiating Planning Executing Controlling Closing Assure proper implementation and closure Promote continuous learning Identify best practices

14 Best Practices of Technical Management Don’t underestimate the importance of planning Manage the constraints

15 Spend 25% – 35% in the beginning, Planning Source: Project Management Institute (PMI).

16 Time/ Schedule CostQuality Pick Any Two…

17 FasterBetterMore Expensive += FasterCheaperLower Quality += BetterCheaperMore Time +=

18 “ You can make some people happy, all of the time, or all of the people happy some of the time, but you can't make all the people happy, all the time. Jim Kouzes, co-author of The Leadership Challenge. ”

19 Best Practices of Team Management Don’t underestimate the importance of building trust Manage team performance

20 High Trust ↑ 276% Trust Improves Performance Source: Building the High-Trust Organization by Pamela S Shockley-Zalabak, Sherwyn Morreale, Michael Hackman Be honest Take responsibility Admit mistakes Acknowledge weaknesses Follow through Be fair Ask for help Tap into others’ expertise Be unguarded and genuine

21 “ If you don’t believe in the messenger, you won’t believe the message. Jim Kouzes, co-author of The Leadership Challenge. ”

22 Team Performance Time Low High 22 Team Performance PROJECT COMPLETION

23 Performance Time Low High 23 Expected Team Performance DEADLINE

24 Performance Time Low High 24 Actual Team Performance DEADLINE

25 Team Performance Time Low High 25 Team Performance DEADLINE 50% Complete

26 Best Practices of Organizational Management Don’t underestimate the need to communicate Manage the change AND the project

27 Communication is Key ©2013 Project Management Institute, Inc. The Essential Role of Communications, May 2013. Create communication plans Communicate more frequently Communicate with more people Tailor communications to different stakeholder groups Unsuccessful Projects Successful Projects 1 in 5 Projects is Unsuccessful Due to Ineffective Communication

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29 Dysfunctional Functional Dysfunctional EndStart MANAGED CHANGE Time to Adapt Functional StartEnd UNMANAGED CHANGE Time to Adapt Dysfunctional Manage the Change!

30 Skills for the Future Virtual teams – managing across distances Global teams – communicating with different cultures / languages Business and strategy – aligning projects with strategy

31 Application Activity Let’s look at the Project Management Planner


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