1. Project planning Your name goes here Your course position goes here Your totem goes here, you may use a build if you desire

2. NE-II-177 2 Learning Objectives Identify the five stages of team-based project planning Prepare an effective project overview related to your patrol exhibits Understand the importance of selecting an appropriate approach or method Avoid the “activity trap” Develop a work breakdown structure Implement and track a project plan Upon completion of this presentation you will be able to:

3. NE-II-177 3 5 Stages of Team-Based Project Planning 1.Project Overview. 2.Work Breakdown Structure 3.Activity Assignments. 4.Putting the Plan into Action 5.Project Close

4. STAGE ONE PROJECT OVERVIEW

5. NE-II-177 5 Project Overview Identifies the problem or opportunity States the scope of the project Establishes project goals Lists important objectives Explains how success is measured Determines the approach or methods Identifies the assumption and risks

6. 6 NE-II-177 Project Overview Problem, opportunity, or situation to be changed: _______________________ ______________________________________________________________ Project goals: ___________________________________________________ ______________________________________________________________ Objectives:_____________________________________________________ ______________________________________________________________ Measure of success:_____________________________________________ ______________________________________________________________ Approach or method: ____________________________________________ ______________________________________________________________ Assumptions and risks:____________________________________________ ______________________________________________________________

7. NE-II-177 7 Project Goals and Objectives – Specific: – Measurable: – Attainable: – Relevant: – Time-based: S M A R T Is it specific in targeting an objective? What are the measurable indicators of progress or success? Is it attainable by someone on the team? Can it be achieved within the resources and time allowed? If not, then the goal is irrelevant to project success. When will the project be completed?

8. NE-II-177 8 Measure of Success Goals and objectives should be measured to help determine success. Examples of measurable criteria: # of participants Change in behavior Change in frequency of a given activity It is difficult to measure intangibles like knowledge and attitude without formal testing.

9. NE-II-177 9 Focus on project goals and high-level objectives. Challenge assumptions regarding previously employed approaches and methods. Explore out-of-the-box solutions. Do not hesitate to invent new methods when appropriate. “Insanity is doing the same thing over and over and expecting a different result.” Albert Einstein Approach or Method

10. NE-II-177 10 Tools of the Trade Let’s go to the video

11. NE-II-177 11 Goal: Put a man on the moon What approaches did the team consider? What assumptions were challenged to arrive at the final selection? What was necessary for the novel approach to be seriously considered? Never underestimate the value of a champion! Approach or Method Case Study

12. NE-II-177 12 Assumptions and Risks 1.What resources are required to realistically complete this objective? 2.What risks are associated with obtaining these resources in a timely manner? 3.What problems or delays are likely to occur in completing this objective? 4.What effect will delays have on the overall project plan and schedule? Assessment

13. NE-II-177 13 Checklist What is the value of the project overview? It can determine the problems before starting so they can be worked. It can be used to “sell” the project to the powers that be. It gives an idea of how feasible the project is. It helps ensure success by eliminating “activity traps” and “scope creep”. It is the basis for more detailed plans.

14. STAGE TWO WORK BREAKDOWN STRUCTURE

15. 15 NE-II-177 Work Breakdown Structure Network of High-Level Objectives Project Goals High-Level Objective 1 Activity 1 Activity 2 Activity 3 Activity 4 High-Level Objective 2 Activity 1 Activity 2 Activity 3 Activity 4 High-Level Objective 3 Activity 1 Activity 2 Activity 3 Activity 4 High-Level Objective 4 Activity 1 Activity 2 Activity 3 Activity 4

16. NE-II-177 16 Activities should pass the “SMART” test. Each activity must have a definite start and stop time. Activities may be linked. Time and cost should be easy to define. Each activity should be assigned to someone. Each activity must be easily accomplished by one team member if not decompose the activity into smaller pieces. Work Breakdown Structure

17. NE-II-177 17 What do we need to do to deliver the New Leader Essentials Training?

18. NE-II-177 18 Activities to deliver NLE ID Time-place Pick the date Determine Expenses Set the Fee Draft Denis As CD Recruit STaff Get a GOOD AV person Reserve The Training room Make A Flyer Put date On the Calendar Get copies Of syllabus Have a meeting Train Staff Buy Food Photo-copy Handouts Get the New leaders list Mail flyers

19. NE-II-177 19 Draw the network diagram from the linkages. 1.Determine what activities can start now. 2.Determine what activities need other activities to complete before starting. 3.Assign a time to complete to each activity. 4.The critical path is the longest path. 5.Watch the activities on the critical path; if they are late the project will be late. Project Schedule and Critical Path

20. NE-II-177 20 Sample Project Schedule & Critical Path Recruit CD and Staff Run Course Post Course Staff Meeting Promote Training Staff Training Determine who teaches what Identify place Identify time/date Acquire audiovisual support Determine Fee

21. NE-II-177 21 See how the small team: Tackles the problem of the weight of the windows on the lunar module Sells their ideas to others Challenges assumptions Thinks out of the box to generate new ideas Helps people “see” their ideas Work Breakdown Structure * Case Study

22. NE-II-177 22 What were the solutions to weight problems that the team encountered? What are the lessons for us? We must challenge assumptions. We must think outside the box. Work Breakdown Structure What would have happened if the team did not think out of the box? “If you keep doing what you’ve always done, you will keep getting what you’ve always got”! Case Study Review

23. STAGE THREE ACTIVITY ASSIGNMENTS

24. NE-II-177 24 Each member must understand his or her assignment. The leader must be sure that everyone understands the purpose of the project, the details of each assigned activity, the availability of resources, and the project’s duration. Team members’ skills and resources must be matched to activities. Goals to be accomplished and regular reporting times must be established so that the team leader is informed as to the project’s progress. Activity Assignments What is important for us to remember when assignments are made?

25. NE-II-177 25 Each team member must have a clear understanding of the purpose of the project. Each member must understand exactly what his or her assignment is, the details of each assigned activity, and the availability of resources (including how much time the activity is expected to take). To match of each team member’s skills, talents and resources to the activities. Activity Assignments When making assignments to team members it is important to consider:

26. STAGE FOUR PUTTING THE PLAN INTO ACTION

27. NE-II-177 27 Let the Project Begin! Provide leadership to the team. Provide information about resources or further clarify the assignments or project. Support and encourage. Make decisions or solve problems. Focus on the activities on the critical path. Don’t forget to celebrate success!!! Once the project starts the team leader must:

28. NE-II-177 28 Trust is one of the most important characteristics of a high-performance team. The team leader should monitor the performance and the results. Team members should have the freedom to work within their own boundaries. Micromanaging or monitoring the work method implies that the team member is not trusted. Let the Project Begin!

29. STAGE FIVE: PROJECT CLOSEOUT

30. NE-II-177 30 Remember, celebration is an important part of a high-performance team. Produce a postmortem report. Project Closeout When the project is complete there are still two important things to do.

31. NE-II-177 31 Postmortem Report Were the goals and objectives met? Was the project completed on time? How might we make things run better the next time? (update templates and processes) This written report will enable you or your successor to remember what happened and how to avoid some of the pitfalls you may have encountered. This evaluation should be written and include an analysis of several things.

32. NE-II-177 32 Summary 1.Project Overview 2.Work Breakdown Structure 3.Activity Assignments 4.Putting the Plan into Action 5.Project Closeout What are the 5 stages of project planning for a team?

33. NE-II-177 33 Learning Objectives Review Can YOU? Identify the five stages of team-based project planning Prepare an effective project overview related to your patrol exhibits Understand the importance of selecting an appropriate approach or method Avoid the “activity trap” Develop a work breakdown structure Implement and track a project plan

34. NE-II-177 34 Thank You! Your totem goes here, you may use a build if you desire

35. NE-II-177 35 Change control log DateVersionChangesBy Jan. 14, 20090.1templateFred M. Stringer