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1 The Magnificent 7 Key Concepts in Project Management PMI Chapter Dinner May 17, 2010.

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Presentation on theme: "1 The Magnificent 7 Key Concepts in Project Management PMI Chapter Dinner May 17, 2010."— Presentation transcript:

1 1 The Magnificent 7 Key Concepts in Project Management PMI Chapter Dinner May 17, 2010

2 2 Mike’s Assumptions about Project Management: It’s intuitive It’s simple It’s practical Purpose of Today’s meeting: Identify short list of key concepts in Project Management Provide simple tips/reminders for building them into your process

3 3 The Key to Success Success Proces s Purpos e People Which one is most important? Remember Epcot Center and Kentucky Fried Chicken

4 4 Purpose

5 5 Purpose Exercise: Playing with Legos The customers desires a prototype Strong Tall Beautiful If 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!

6 6 And the winner is…

7 7 Key Concept #1 “Where there is no Vision, the Project will Perish”

8 8 #1 – Where there is no Vision, the Project will Perish Make Requirements a Requirement Create a Headline: “The purpose of this project is to by creating. Elevator Speech – 60 Second Project Statement

9 9 Process

10 10 Key Concept #2 How does planning make time? “Planning Doesn’t Take Time – It Makes Time.”

11 11 #2 - Planning Makes Time. Remember the Lego Exercise Methodology Implementation Increased planning accuracy from 50% to 90% Reduced planning time from 25% to 15% Investing in planning improvements will give you the greatest return on PM

12 12 Measurements

13 13 Key Concept #3 “What You Measure Improves”

14 14 #3 – What You Measure, Improves Choose a short list of measures Measure where you’re experiencing pain Choose counter measures

15 15 Key Concept #4 “Run your project like a freight train, not an ice cream truck.”

16 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. Gold Plating is for jewelry, not projects!

17 17 People

18 18 People What Influences Behavior? Culture NormsEnvironment Rules (written and unwritten) Family Politics Leadership Personal Initiative Behaviors Personalities “Buy-In” Objectives Strategy Commitment Organizational Support Fear Anxiety Prejudices Climate Peer Pressure Values Beliefs Truism #1: Project Management must deal with human behavior. Truism #2: Human behavior is seemingly complex, inconsistent and unpredictable.

19 19 Human Behavior Meyers Briggs Intuitive Sensing Judging Intro/Extro Belbin Model 8 Project Roles Action Oriented, People Oriented, Cerebral Blaine Lee The Power Principle Tony Robbins 7 Step Change Process Human Needs Psychology, Global Belief Systems, Metaprograms Stephen Covey The 7 Habits of Highly Effective People The 8th Habit: Find Your Voice and Inspire Others to Find Theirs Dale Carnegie How to Win Friends & Influence People 29 Principles of Human Relations Tony Robbins Ultimate Relationships 7 Master Skills, 10 Disciplines of Love

20 20 Key Concept #6 “Be a Good Finder.”

21 21 #6 – Be a Good Finder “Positive Reinforcement” It works with dolphins, dogs, and people. Don’t motivate the team, motivate the individual.

22 22 Have you ever been pressured to… Reduce cost? Shorten your time frame? Add scope?

23 23 Key Concept #6 What does this mean? Why is it so important? “Don’t negotiate the estimates, negotiate the trade-offs.”

24 24

25 25 Can you be… Late Over budget Deliver next to nothing …and still lay claim to successful project?

26 26 Key Concept #7 A successful project… meets all stakeholder expectations to their full satisfaction. You can be over budget, late and deliver next to nothing and lay claim to a successful project. How?

27 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 28 The Magnificent 7 Purpose 1. Where there is no Vision, the Project will Perish. Process 2. Planning Makes Time 3. What you Measure Improves 4. Run your project like a Freight Train, not an Ice Cream truck People 5. Be a Good Finder 6. Don’t negotiate the estimates, negotiate the tradeoffs 7. A successful project meets all stakeholder expectations to their full satisfaction


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