Managing programs that promote personal effectiveness

 Once an program has been endorsed then the planning phase of the project starts  Project planning involves the identification of the tasks and activities needed to complete the proposed project  Also estimating the timelines and resources that for completion  Developing schedules that depict the most logical sequence of events  Form a project team

 Advantages include:  More purpose and direction  More efficient use of time  Eliminate false starts  More effective control of resources  Improved stakeholder relations  Reduced costs  Higher quality  Increased profit  Improved productivity  Enhanced staff morale

 Provision of awareness education and information that delivers knowledge  Employees at all levels to be part of the planning, implementation and evaluation of programs  The program has the full support, backing nad participation (if possible) by senior management  Convenient facilities and supportive environment  The content of the program directly reflects the needs of the employees  A range of preventative program options be offered to staff  Sustained implementation & evaluation is needed to achieve measureable incomes  May be more effective to target high risk groups e.g. smoking and high stress

 Defining objectives  Dividing the project in major tasks  Defining specific activities that need to be undertaken  Mapping the activities into a format that clearly depicts their sequence  Estimate how long it will take to complete each activity  Estimate how much each activity will cost  Calculate the overall project timeline and budget

 Document details  Identification of stakeholders  The responsibility of project stakeholders  Project deliverables  Project constraints  Project team management  Communication management  Project documentation management  Risk management  Project time and work management  Project resource requirements  Change management  Budget and costs  Evaluation

 Program purpose  What is the reason for doing the project?  What essentially is the project about?  Who wants it done and why?  What should be the project be titled?  Program scope  What work must be done to produce the project  What processes must be developed to create them  Program goals or targets  What needs to be achieved  By when do the outcomes need to be achieved  Why are goals vital  Program objective and deliverables  What specific measurable objectives need to be developed

Personal effectiveness programs need to align with corporate vision, strategic and operational objectiveness and be designed to meet the need for more relevant and flexible workplace practises that increase organisational effectiveness and efficiency as well as enhance employee morale, job satisfaction and productivity.

 Project role and responsibilities need to be agreed upon and clearly communicated to all stakeholders

 A variety of schedules can be used to communicate and keep track of project tasks. They include:  Milestone charting  Network diagrams  Gantt Charts  Time & resource estimates

 A project is a series of steps designed to co-ordinate the achievement of specific objectives. The project management process is essentially another form of problem solving  Key questions addressed by the project plane are:  What tasks need to be done?  When do they need to be completed?  Which tasks are dependent upon which other tasks?  Who is going to complete each of the tasks?  What resources are needed to complete the tasks?  What are the important dates or milestones for the completion of tasks?

 Refer to project mgt tools PDF handout  Using the data from your survey prepare to report to management