1. Project planning
Randy Smith
ASM Program
Course Overview

2. Learning Objectives
Upon completion of this presentation you will be able to:
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
Most of what we do in Scouting can be considered team-based projects of a small to moderate size. A five-stage approach has been shown to be particularly effective for such projects. These stages include:
Prepare a project overview that summaries the specific goals and objectives of the project.
Develop a work breakdown structure that identifies the tasks to be completed and the order in which they should be done. (This leads to the writing of a detailed project plan.)
Assign responsibilities for specific activities or tasks to each project team member.
Put the plan into action and track its progress
Prepare a closeout report that compares the original goals and objectives to the final outcome
Course Overview

3. 5 6 Stages of Team-Based Project Planning
Enthusiasm
Disillusionment
Panic
Search for the guilty
Punishment of the Innocent
Praise and honors for the non-participant
Most of what we do in Scouting can be considered team-based projects of a small to moderate size. A five-stage approach has been shown to be particularly effective for such projects. These stages include:
Prepare a project overview that summaries the specific goals and objectives of the project.
Develop a work breakdown structure that identifies the tasks to be completed and the order in which they should be done. (This leads to the writing of a detailed project plan.)
Assign responsibilities for specific activities or tasks to each project team member.
Put the plan into action and track its progress
Prepare a closeout report that compares the original goals and objectives to the final outcome
Course Overview

4. 5 Stages of Team-Based Project Planning
Project Overview.
Work Breakdown Structure
Activity Assignments.
Putting the Plan into Action
Project Close
Most of what we do in Scouting can be considered team-based projects of a small to moderate size. A five-stage approach has been shown to be particularly effective for such projects. These stages include:
Prepare a project overview that summaries the specific goals and objectives of the project.
Develop a work breakdown structure that identifies the tasks to be completed and the order in which they should be done. (This leads to the writing of a detailed project plan.)
Assign responsibilities for specific activities or tasks to each project team member.
Put the plan into action and track its progress
Prepare a closeout report that compares the original goals and objectives to the final outcome
Course Overview

5. STAGE ONE
PROJECT
OVERVIEW
Course Overview

6. 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
2006- pg 151 The first thing to do is identify the problem, opportunity or situaiton
Scope – just what is the team trying to accomplish? How big is the project? How long will it run?
One or Two clearly stated goals and a limited number (three or four) high level objectives.
The goals and objectives drive the planning process.
What will success look like?
Consider the approach or method – how you will do the project
And finally consider the assumptions you made and the risks that might prevent success.
Course Overview

7. Project Overview
Problem, opportunity, or situation to be changed: _______________________
______________________________________________________________
Project goals: ___________________________________________________
Objectives:_____________________________________________________
Measure of success:_____________________________________________
Approach or method: ____________________________________________
Assumptions and risks:____________________________________________
It can be helpful to have this outline with you when you start looking at a potential project.
The goals may not be as obvious to all as you thought.
LETS DO A project together.
You have all joined our training staff and the council office has received lots of requests for a New Leaders Essential course..
Course Overview

8. Project Goals and Objectives
Specific:
Measurable:
Attainable:
Relevant:
Time-based: M A R
Before we jump into the details of the project plan let’s create the goals.
Important – straight forward, easily understood, MEANINGFUL goals
What is our goal of running a NLE course?
To train x% of the newly registered leaders in NLE. Or
Provide NLE x times per year with a class enrollment of at least yy
OBJECTIVE:
Publicize the training – all leaders get – announced at all roundtables – flyers in all unit mailboxes by some date. Personal invitations to new leaders. T
Course Overview

9. 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
Course Overview

10. Approach or Method 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.
Course Overview

11. Tools of the Trade
Let’s go to the video
Course Overview

12. Tools of the Trade
N5=347=11=1
Course Overview

13. Approach or Method Case Study 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?
Obviously this team was dealing with a never-before-attempted project although it had an experience base with certain phases of the project.
APPROACHES = direct ascent, earth orbit, rendezvous, lunar surface rendezvous
ASSUMPTIONS CHALLENGED = lunar orbit rendevous
NECESSARY = a champion.
While we aren’t trying to send anyone to the moon, our task of trying to get adult leaders trained often seems just as difficult. What will be our approach or method?
Course Overview

14. Assumptions and Risks Assessment
What resources are required to realistically complete this objective?
What risks are associated with obtaining these resources in a timely manner?
What problems or delays are likely to occur in completing this objective?
What effect will delays have on the overall project plan and schedule?
Course Overview

15. 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.
Course Overview

16. WORK BREAKDOWN STRUCTURE
STAGE TWO
WORK BREAKDOWN STRUCTURE
Course Overview

17. Work Breakdown Structure
Network of High-Level Objectives
The WBS is just what is says – TEAMS use it to breakdown and divide-up the work.
The activities yield the objective
The objective are all required to meet the project goals
Course Overview

18. Work Breakdown Structure
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.
What activities must we accomplish in presenting the New Leader Essentials Training?
Course Overview

19. What do we need to do to deliver Leader Specific Training?
Course Overview

20. Steps to deliver L.S.T. Train Staff Determine Expenses Set the FeeID
Time-place
Train
Staff
Determine
Expenses
Set the Fee
Recruit
STaff
Get a
GOOD AV
person
Have a
meeting
Pick the
date
Make A
Flyer
Put date
On the
Calendar
Reserve
The
Training
room
Get copies
Of syllabus
Get the
New leaders
list
Photo-copy
Handouts
Buy
Food
Draft
Larry
As CD
Mail
flyers
Course Overview

21. Project Schedule and Critical Path
Draw the network diagram from the linkages.
Determine what activities can start now.
Determine what activities need other activities to complete before starting.
Assign a time to complete to each activity.
The critical path is the longest path.
Watch the activities on the critical path; if they are late the project will be late.
What activities must we accomplish in presenting the New Leader Essentials Training?
Course Overview

22. Sample Project Schedule
& Critical Path
Identify place
Identify time/date
Acquire audiovisual
support
Determine Fee
Promote Training
Run Course
Recruit CD and Staff
Staff Training
Determine who
teaches what
Post Course
Staff Meeting
What activities must we accomplish in presenting the New Leader Essentials Training?
Course Overview

23. Work Breakdown Structure
Case Study
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 *
NE-II-177 23
Course Overview 23

24. NE-II-177

25. What were the solutions to weight problems that the team encountered?
Work Breakdown Structure
Case Study Review
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.
Course Overview

26. STAGE THREE
ACTIVITY ASSIGNMENTS
Course Overview

27. Activity Assignments
What is important for us to remember when assignments are made?
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.
What is important for us to remember when assignments are made? 27
Course Overview 27

28. Activity Assignments
When making assignments to team members it is important to consider:
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.
What is important for us to remember when assignments are made? 28
Course Overview 28

29. PUTTING THE PLAN INTO ACTION
STAGE FOUR
PUTTING THE PLAN INTO ACTION
Course Overview

30. Don’t forget to celebrate success!!!
Let the Project Begin!
Once the project starts the team leader must:
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.
Once the project is in the hands of the team members, it is vital for the team leader to provide leadership to the team.
There may be times when it is important for the team leader to provide information about resources or further clarify the assignments or project.
Support and encouragement may be needed at one time or another, and it may be necessary to help with decision making or problem solving when asked.
To remain on schedule, the team leader should focus on the activities that are on the critical path and provide additional resources when needed to help ensure timely completion.
Don’t forget to celebrate success!!!
Course Overview

31. Let the Project Begin!
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.
Course Overview

32. STAGE FIVE:
PROJECT
CLOSEOUT
Course Overview

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

34. Postmortem Report
This evaluation should be written and include an analysis of several things.
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.
Course Overview

35. Summary What are the 5 stages of project planning for a team?
Project Overview
Work Breakdown Structure
Activity Assignments
Putting the Plan into Action
Project Closeout
Course Overview

36. 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
Most of what we do in Scouting can be considered team-based projects of a small to moderate size. A five-stage approach has been shown to be particularly effective for such projects. These stages include:
Prepare a project overview that summaries the specific goals and objectives of the project.
Develop a work breakdown structure that identifies the tasks to be completed and the order in which they should be done. (This leads to the writing of a detailed project plan.)
Assign responsibilities for specific activities or tasks to each project team member.
Put the plan into action and track its progress
Prepare a closeout report that compares the original goals and objectives to the final outcome
Course Overview

37. Thank You!
Thank you for your attention. I’ll now open up the floor for any questions that you might have.
Course Overview