Rosemary Maellaro, Ph.D. September 14, 2013 Project Management Skills Team Leadership Successful Fund-Raising + =

Agenda Project Management Process Focus on planning Teams Development Leadership Effectiveness Avoiding pitfalls 2

What is a Project? A temporary endeavor undertaken to produce a unique product, service or result Project Management Institute If it has: A specific and desired outcome A deadline or target date A budget that limits resources Then: It is a project 3

Project Management Components Performance: What are the boundaries of your project? What is the desired outcome? What level of quality is expected? Schedule How long do you have? Cost How much $ do you have? 4

The Project Management Process 1.Initiating 2.Planning 3.Executing 4.Controlling 5.Closing 5

Initiating 1.Why are we doing this? 2.What are the goals and objectives 3.How does this fit with other projects? 4.What is the expected benefit? 5.What exactly are we going to do? 6.Who is impacted / must be involved? 7.How will we know when we are done and if we were successful? 6

The Importance of Planning Time “Pain” (Effort, Cost, Difficulty, …) Thorough, effective planning No, poor, and/or incomplete planning 7

Effective Project Planning Plan to plan Include key people who will implement the plan Use SMART Goals Be prepared to re-plan Plan for contingencies Continually monitor progress Have a plan to measure success 8

SMART Goals 9

Project Planning Steps Project Charter To clarify project and serve as a roadmap Work Breakdown Structure Define what needs to be done Sequencing Diagram Determine the logical order of tasks Project Schedule Tasks, timing, and duration at a glance 10

Project Charter Paints the big picture Purpose, mission, vision Goals and objectives Milestones Defines project scope Describes team processes Communication Decision-making 11

Work Breakdown Structure Captures all tasks needed to complete the project an organized way It is not a to-do list, project plan, or schedule Start with goals / objectives from the project charter Deconstruct into manageable work packages 12

Sequencing Diagram Shows work visually Ideally completed by the team Should answer three questions: 1. For each task, what other tasks must be completed first? 2. For the project, what tasks could be done at the same time (concurrently in parallel) 3. For the project, what tasks need an external event or task to complete before it can start? 13 FirstNextLast

Project Schedule 14 A tool that merges all work tasks to be performed, their relationship to each other, and their estimated duration WBS and Sequencing diagram are key inputs Goals of the scheduling process: Complete Realistic Accepted Formal

Final Project Management Steps Executing Coordinating people and resources to implement the plan Controlling Monitoring and measuring progress Closing Bringing campaign to an orderly end Lessons learned assessment 15

Effective Project Managers Manage people and process Plan, organize, lead, and control Are working members of the team Engage everyone Enable Others Run interference for team members Obtain necessary resources Act as a buffer for outside disturbances 16

“A small number of people with complementary skills who are committed to a common purpose, a set of performance goals, and an approach for which they hold themselves mutually accountable” Katzenbach & Smith Definition of a Team

© Bruce Tuckman 'Forming Storming' concept Diagram Alan Chapman A free learning resource from Businessballs.com.Businessballs.com forming stormingnorming performing Team Development Model

StageThemeDescription FormingAwareness Orientation, testing, dependence

StageThemeDescription FormingAwareness Orientation, testing, dependence StormingConflictEmotionality, resistance

StageThemeDescription FormingAwareness Orientation, testing, dependence StormingConflictEmotionality, resistance NormingCooperation Cohesiveness and standards

StageThemeDescription FormingAwareness Orientation, testing, dependence StormingConflictEmotionality, resistance NormingCooperation Cohesiveness and standards PerformingProductivityFunctionality

StageThemeDescription FormingAwareness Orientation, testing, dependence StormingConflictEmotionality, resistance NormingCooperation Cohesiveness and standards PerformingProductivityFunctionality

Dimensions of Development Each stage builds on the previous one Stages overlap and can repeat Each stage prepares for the performing stage Skipping a stage effects performing negatively Time spent in each stage depends on: Nature of the team Members Leadership

Parallel Development Paths Tasks Team purpose Planning work Organizing and completing tasks Measuring progress toward goal Relationships Feelings Expectations Problems with one another Commitments Assumptions 25

Team Norms A set of rules or guidelines to shape the interaction of team members Making decisions Assigning work Holding each other accountable Purpose: Guide team member behavior Assess interaction effectiveness Address dysfunctional behavior that negatively impacts the team 26

Team Norm Essentials Team members as coworkers Team member communication Team member interaction in meetings. Team organization and function Team problem solving, conflict resolution, and decision making 27

Team Leadership Imperatives 1.Don’t stray from mission or vision 2.Don’t tolerate unacceptable behavior 3.Don’t allow self-interest to prevail over mutual interest 4.Don’t allow fear to control team behavior 5.Don’t allow cliques to control team dynamics 28

Team Leadership Imperatives 6.Don’t shy away from conflict 7.Don’t accept lack of trust as an excuse 8.Don’t let people play it safe 9.Don’t be stingy with information 10.Don’t neglect process in a rush to get results 29

Goals What the team aspires to achieve Roles The part each member plays in achieving goals Procedures Methods that help the team conduct its work Relationships: How team members “get along” with each other Leadership How the leader supports team achievement Assessing Team Effectiveness

Team Effectiveness 31

Project Pitfalls to Avoid Weak / ineffective leadership Hidden agendas Unmanaged expectations Ineffective communication Insufficient planning 32

Thank You! Rosemary Maellaro, Ph.D. Assistant Professor of Management University of Dallas College of Business 33