Presentation on theme: "The Magnificent 7 Key Concepts in Project Management"— Presentation transcript:
1 The Magnificent 7 Key Concepts in Project Management PMI Chapter DinnerMay 17, 2010
2 Mike’s Assumptions about Project Management: It’s intuitiveIt’s simpleIt’s practicalPurpose of Today’s meeting:Identify short list of key concepts in Project ManagementProvide simple tips/reminders for building them into your process
3 The Key to Success Which one is most important? Remember Epcot Center and Kentucky Fried ChickenSuccessProcessPurposePeople
5 Purpose Exercise: Playing with Legos The customers desires a prototypeStrongTallBeautifulIf anyone on the team does not agree that the structure meets the reqs, they must completely disassemble it and start over.You Have 10 Minutes!
7 “Where there is no Vision, the Project will Perish” Key Concept #1“Where there is no Vision, the Project will Perish”MikeKey Points:
8 #1 – Where there is no Vision, the Project will Perish Make Requirements a RequirementCreate a Headline:“The purpose of this project is to <primary objective> by creating <primary deliverable>.Elevator Speech – 60 Second Project Statement
10 “Planning Doesn’t Take Time – Key Concept #2“Planning Doesn’t Take Time –It Makes Time.”MikeKey Points:How does planning make time?
11 #2 - Planning Makes Time. Remember the Lego Exercise Methodology ImplementationIncreased planning accuracy from 50% to 90%Reduced planning time from 25% to 15%Investing in planning improvements will give you the greatest return on PMMikeKey Points:
13 “What You Measure Improves” Key Concept #3“What You Measure Improves”
14 #3 – What You Measure, Improves Choose a short list of measuresMeasure where you’re experiencing painChoose counter measures
15 “Run your project like a freight train, not an ice cream truck.” Key Concept #4“Run your project like a freight train, not an ice cream truck.”MikeKey Points:Not everything you learn here will apply to all projects – large complex projects may required the whole toolbox, and you may have to go to other disciplines (quality & SPS) to complete the project. Some you may just need a few of the toolsSee page 3 of your PMBOK guide: Generally accepted…Bottom line: At no point does any methodology, process, procedure or tool relieve you of the responsibility to use your head.
16 #4 - Run your project like a freight train, not an ice cream truck Don’t make it too easy to get changes or they’ll nickel and dime you to death.The work of defining the change should be at least as much work as analyzing the impact.Formal request processes should inhibit trivial change requests.MikeGold Plating is for jewelry, not projects!
18 People What Influences Behavior? ClimatePoliticsCultureCommitmentPeer PressureBeliefsObjectivesLeadershipNormsFamilyEnvironmentFear“Buy-In”ValuesPrejudicesOrganizational SupportPersonalitiesPersonal InitiativeAnxietyStrategyRules (written and unwritten)BehaviorsMikeTruism #1: Project Management must deal with human behavior.Truism #2: Human behavior is seemingly complex, inconsistent and unpredictable.
19 Human Behavior Belbin Model Stephen Covey Meyers Briggs Blaine Lee The 7 Habits of Highly Effective PeopleThe 8th Habit: Find Your Voice and Inspire Others to Find TheirsMeyers BriggsIntuitiveSensingJudgingIntro/ExtroBelbin Model8 Project RolesAction Oriented, People Oriented, CerebralBlaine LeeThe Power PrincipleTony Robbins7 Step Change ProcessHuman Needs Psychology, Global Belief Systems, MetaprogramsTony RobbinsUltimate Relationships7 Master Skills, 10 Disciplines of LoveDale CarnegieHow to Win Friends & Influence People29 Principles of Human Relations
20 Key Concept #6“Be a Good Finder.”MikeKey Points:
21 #6 – Be a Good Finder “Positive Reinforcement” It works with dolphins, dogs, and people.Don’t motivate the team, motivate the individual.
22 Have you ever been pressured to… Reduce cost?Shorten your time frame?Add scope?
23 “Don’t negotiate the estimates, negotiate the trade-offs.” Key Concept #6“Don’t negotiate the estimates, negotiate the trade-offs.”MikeWhat does this mean? Why is it so important?
25 Can you be… Late Over budget Deliver next to nothing …and still lay claim to successful project?
26 meets all stakeholder expectations to their full satisfaction. Key Concept #7A successful project…meets all stakeholder expectations to their full satisfaction.TimYou can be over budget, late and deliver next to nothing and lay claim to a successful project.How?
27 #7 - Meet all stakeholder expectations to their full satisfaction. Meeting Stakeholder expectations does not mean giving them everything they want.The Project Manager is fully responsible for Stakeholder Expectations
28 The Magnificent 7 Purpose Where there is no Vision, the Project will Perish.ProcessPlanning Makes TimeWhat you Measure ImprovesRun your project like a Freight Train, not an Ice Cream truckPeopleBe a Good FinderDon’t negotiate the estimates, negotiate the tradeoffsA successful project meets all stakeholder expectations to their full satisfaction