Resources - Agenda

Training - In Scope Thinking ahead Envisioning an outcome Communications Basic plans Risk identification Issue Identification CAP PO requirements

Training – Out of Scope Topics that may get a brief mention but not thorough discussion  Leading a team  Project management specifics Budgets Scheduling Quality

Objectives Discuss realistic expectations

Objectives Learn that when you are assigned a project you need to - Get moving Today

Objectives Effective status reporting

Objectives Creating a plan

Objectives Just spend the time reading Dilbert

Who is a Project Officer A (humble) leader The go-to person for answers A delegator A Central Point of Contact Many hats

Who is a Project Officer Is the PO the decision maker? Has developed a “calibrated gut” Understands cause and effect

Time

When should you begin and end Begin NOW You work through the event You can consider your project “done” when the project retrospective has been completed End of Project briefing Compares Planned vs Actual Project Continuity book

Where does PM take place Wherever you are at the moment. In your office / room At squadron meetings At designated locations (Bella Bru, Starbucks) with team members

How do we manage a Project Define the problem Understand the constraints Define and assign roles Build a plan (milestones and details) Communicate clearly, early, and often Execute the plan Define deliverables and “ship” weekly Follow up on assigned tasks

Define the problem KISS What is the objective, why is it important, who is it for, when do we have to do it.

Example

Scope Statement To arrive at Swamp Island (Where) by the next full moon (When) with the hunting party (Who) to spear alligators (What) with our sharpened spears (How) for the tribe (Who) to eat (Why) during the winter (When).

Activity Statement of Your Project Write down in basic terms (i.e., in simple declarative sentences) a project you are thinking about. What: Why: When: How: Where: Who:

Phases of a Project Conceptualization Preliminary planning Detailed planning Execution Termination

Initiating Recognize the project should be done Determine what the project should accomplish Define the overall project goal Define general expectations of customers, management, or other stakeholders as appropriate Define the general project scope Select initial members of the project team

Planning Refining the project scope Listing tasks and activities Optimally Sequencing activities Developing a working schedule and budget for assigning resources Getting the plan approved by stakeholders

Executing Leading the team Meeting with team members Communicating with stakeholders Fire-fighting to resolve problems Securing necessary resources to complete the project plan

Controlling Monitoring deviation from the plan Taking corrective action to match actual progress with the plan Receiving and evaluating project changes requested Rescheduling the project as necessary Adapting resource levels as necessary Changing the project scope Returning to the planning stage

Closing Acknowledging achievement and results Shutting down the operations and disbanding the team Learning from the project experience Reviewing the project process and outcomes Writing a final project report

Tasks

How do you know what the steps are Ask Questions – Lots of them See the result in your mind Where are the gaps Where are you saying “Then a miracle happens” Where are you saying “I don't know”

List the Steps Is the StepIs it UnderstandableDivisible MeasureableSequential with other steps AssignableParallel with other steps Manageable

Activity Define phases and tasks

Tools, Techniques, and Thoughts Present to Staff prior to the event Does your SOP have guidelines for running projects Consider an assistant PO or PC (project coordinator) Learn to identify what you should manage and what you should delegate The mission is yours. You have authority

Scheduling Tasks should have A start and end date A resource Predecessors and Dependencies Task nameResource(s)StartEnd

Milestone reporting Best represented by a timeline or pipe line chart June 1Sept 1 PCAM 18 – 20 Aug Form 150’s due 10 Aug Drivers confirmed Contact Squadron 157 PO 25 Jul Newsletter article 15 Jun

Communication Status reporting

Status updates

CPO Session 2 CAP requirements for managing a project Building a plan Identifying Risk

Building a plan List of tasks Planning for an event The event plan Prep prior to activity beginning Task assignment Task duration Task sequencing Task display (Gantt, pipe – more milestone related)

Identifying Risk What could cause a task to not occur when and as expected Manage a risk before it becomes an issue

Risk Management Attitude towards risk is most likely the problem Not external factors such as people or events

3 Habits to Control Risk Habit 1 Deal with things as they are – Not as you planned them to be

3 Habits to Control Risk Habit 2 Always have an alternative

3 Habits to Control Risk Habit 3 Always think through the consequences