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The projectmanagementbasicsworkshop
The document outlines a project management basics workshop that provides an introduction to project management concepts and techniques. The workshop covers key principles of project management, technical aspects like process groups and knowledge areas, and behavioral skills like effective communication and problem solving. Participants will learn project management fundamentals through exercises and apply them to mapping, initiating, planning, and leading mock projects.
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The projectmanagementbasicsworkshop
- 1. The Project ManagementBasics Work Shop By Mitchell W. Manning, Sr.
- 2. foreword • Prepared byMitchell W. Manning, Sr. to serve as an example/guide for basic project management training for individuals and organizations • Note: This work shop is the companion piece for "The Project Management Work Book" also on SlideShare. • If needed, Mitch can help you customize the work shop and work book to your company, your culture, your team, your project management policy, procedures, and software. • Email: MitchellWManning@aol.com 2
- 3. About the WorkShop • This “hands on” work shop is designed to give newly assigned project team members an understanding of project management basics, and the regulatory, technical, and behavioral responsibilities and accountabilities. As a participant, you will learn and practice project management basics in each of the five stages of project management, from initiating to closing the project. You will be able to contribute more quickly and effectively in project team assignments, and instruct others on the technical and behavioral responsibilities and accountabilities within the project team. • Project Management Basics are key to project success, for organizations and individuals regardless of project complexity and size. All team members need to have a sound understanding of project management basics, the technical requirements and the behavioral skills to work with others effectively and successfully. Team members contribute more timely and at a higher level when they are well trained and well treated. This course provides the participants with the basic technical knowledge and behavioral skills. • Newly assigned project team members; individuals with project responsibilities; project trainers; and, individuals from human resources, manufacturing, finance, purchasing, marketing and sales, logistics, and engineering who need a general understanding of project responsibilities and accountabilities will benefit from the systematic and logical presentation of the technical and behavioral basics gleaned from the experiences, and teachings, of successful project team members/leaders/managers. 3
- 4. The Work ShopPlan You will learn to: • - define and scope a project • - apply 6 key questions in 5 key project stages • - define and lead initiating, planning, staffing, controlling, and closing projects • - map a project and apply the seven basic tools essential to effective project management • - contribute to and lead effective project meetings • - contribute to and lead effective project problem solving and decision-making 4 Day One/Lesson One
- 5. Day Two/Lesson Two Youwill learn to: • - present yourself to the project manager and project members • - assess you project management experience • - work with the best project team member, and the worst • - use your organizational values and ethics to motivate the project team • - present your ideas • - train others • - evaluate others • - plan next steps • - give positive and negative information/feedback • - summarize and close meetings • - self-analyze for strategic project leadership • - explore project management websites for growth and development 5
- 6. Day Three/Lesson Three Youwill learn to: • - describe the project to key stakeholders • - write the project charter • - document the preliminary project proposal questions • - build project support and gain buy-in • - plan project resources • - sell your project to others • - build external project support • - use a project checklist for strategic leadership from beginning to close 6
- 7. Let’s Get Started •Let me tell you about myself… • Now, tell me – Who are you? – What do you do? – Why are you here? – What does project success mean? – Why do some projects fail? 7
- 8. Project Management The time-bounduse of limited resources to achieve a fixed outcome.
- 9. Why Project Management? Technical •Competence • Approach • Deployment • Results – Time – Cost – Schedule – Compliance – Progress Behavioral Attitude Expectations Confidence Work/Life Balance
- 10. Project Management BasicsWorkshop: Key Principles • Know what you need • Know when you need it • Know what you can pay 10
- 11. Project Management BasicsWorkshop: Guidelines • Priorities Based • Process Focused • Systems Aligned • Systems Integrated • Results Driven 11
- 12. • One PageProject Process Map • One Page Question to the Void Worksheet • One Page Project Overview Worksheet • One Page Project Initiating Worksheet • One Page Project Planning Worksheet • One Page Effective Meeting Worksheet 12 Project Management Basics Workshop: Technical Quick Connects
- 13. The Thinking Processfor Projects • Situation Appraisal – Opportunity Analysis – Potential Problem Analysis – Decision Analysis – Problem Analysis
- 14. The Origin ofProjects • Aware • Believe • Comprehend • Develop • Excel
- 15. The Project Process •Initiating • Planning • Executing • Controlling • Closing
- 16. Project Management BasicsWorkshop: Plan The Project • Project Mission • Identify Desired Outcomes • Identify Customers • Identify Customer Requirements • Identify Supplier Specifications • Identify Steps In The Process • Identify Measures 16
- 17. Project Management BasicsWorkshop Analyze The Project Opportunity • Define the Project • Explore the Project • Analyze the Project • Identify Potential Solutions • Select Solution(s) 17
- 18. Project Management BasicsWorkshop: Lead The Project • Design the Project Plan • Implement the Project Plan • Evaluate the Outcome • Achieve Desired Outcome • Yes – Document and Standardize – Monitor • No- Identify Cause – Yes, go to Design Project Plan – No, go to Explore the Project 18
- 19. Project Vision and MissionStatements Identify Desired Outcome Identify Customers Identify Customer Requirements Identify Supplier Specifications Identify Steps in the Process Tools: Identify Measures Define the Project Analyze the Opportunity Identify Choices Select Best-Balanced Choice Design the Project Plan Execute and Control the Project Evaluate Outcome Desired Outcome Achieved? Monitor Yes Cause Identified ? 1 2 3 Top-down Flow Chart Flow Chart Work Flow Diagram Document & Standardize Yes Quality Systems Approach No Yes No Explore Causes Cause-Effect Diagram Collect & Analyze Data Pareto Diagram 6 3 9 6 3 1 11 1111 11 Type Size Check Sheet Histogram Run Chart Scatter Diagram Control Chart Phase I: Plan Project Phase II: Analyze Project Phase III: Lead Project One Page Project Map . . . . . . .
- 20. Exercise One: ProjectManagement • What can we add to the Project Map? – 10 minutes in teams – Debrief in large group • Watch “We Are On The Same Team” and identify the project and key stakeholders – 20 minutes – Debrief in large group 20
- 21. PMBOK Basics 5 BasicProcess Groups • Initiating • Planning • Executing • Monitoring and Controlling • Closing 9 Knowledge Areas • Integration Management • Scope Management • Time Management • Cost Management • Quality Management • Human Resource Management • Communications Management • Risk Management • Procurement Management http://en.wikipedia.org/wiki/Project_Management_Body_of_Knowledge
- 22.
- 23. Project Management BasicsWorkshop: Question to the Void • What is the project? • Why have the project? • How to do the project? • Where is the project? • When is the project? • Who does the project? 23 Initiate Plan Execute Control Close
- 24. I Keep sixhonest serving-men: (They taught me all I knew) Their names are What and Where and When And How and Why and Who. I send them over land and sea, I send them east and west; But after they have worked for me, I give them all a rest. I let them rest from nine till five. For I am busy then, As well as breakfast, lunch, and tea, For they are hungry men: But different folk have different views: I know a person small-- She keeps ten million serving-men, Who get no rest at all! She sends 'em abroad on her own affairs, From the second she opens her eyes-- One million Hows, two million Wheres, And seven million Whys! Rudyard Kipling "The Elephant Child"
- 25. Project Management BasicsWorkshop: One Page Project Overview • Initiating • Planning • Executing • Controlling • Closing 25
- 26. Project Management BasicsWorkshop: One Page Project Initiating Worksheet • Initiating – Members – Money – Machines – Materials – Methods • Create/Innovate • Negotiate • Communicate • Motivate • Educate • Administrate 26
- 27. Project Management BasicsWorkshop: One Page Project Planning Worksheet • Planning – Members – Money – Machines – Materials – Methods • Defining • Scoping • Risk Analysis 27
- 28. One Page ProjectOverview How Where When Who Initiating Headquarters First Quarter Sponsor Members Sponsor/Client Money Sponsor/Client Machines Sponsor/Client Materials Sponsor/Client Methods Sponsor/Client Create/Innovate Client/Sponsor Negotiate Sponsor/Client Communicate Sponsor/Client/Manager Motivate Sponsor/Leader/Client Educate Leader/Sponsor/Client Administrate Manager/Sponsor/Client Planning Headquarters/On-Site Second Quarter Sponsor/Manager/Client Members Operations Money Finance Machines Operations Materials Operations Methods Administration Defining Scoping Risk Analysis Scheduling Executing On-site Second - Fourth Quarter Team Basic Process Model Controlling On-Site/Headquarters/Client Second - Fourth Quarter Sponsor/Team/Client Situation Appraisal Team Closing On-site Fourth Quarter Sponsor/Manager/Client
- 29. Exercise Two: AreMeetings Projects? • Individually – list how meetings and projects are similar. • Table Group-discuss the importance of using the project management process for important meetings. • What are the key components of an effective meeting? • How much time does each key component deserve? • Choose one person to report to large group. 29
- 30. Project Management BasicsWorkshop: One Page Effective Meeting Worksheet • Roles • Attendance • Date • Cost • Start • History • Action • Rate • Plan 30 Start History Action Rate Plan
- 31. TEAM NAME____________________LEADER_____________________DEPT____ FACILITATOR___________________RECORDER__________________DATE____ MEMBERS' NAMESTEAM MEETING COSTS ______________________ _______________number of members present ______________________ _______________(times) average hourly rate ______________________ _______________(times) average benefit value ______________________ _______________(equals) meeting costs START: Time______Location______Guests_______ List objectives of This Meeting _________________________________________________________________ _________________________________________________________________ HISTORY: Read and Approve Previous Meeting Minutes Yes____No_____ List Old Business Discussed ______________________________________________________________ ______________________________________________________________ ACTION: Describe How the Objectives of This Meeting Were Accomplished ______________________________________________________________ ______________________________________________________________ RATE: How Do We Feel About This Meeting? _____________________ What Will We Do Different Next Meeting? _________________________ PLAN: Schedule the Next Meeting, List Objectives, List Assignments Date:_____________Time:___________________Location:______________ Objectives: _____________________________________________________ _______________________________________________________________ _______________________________________________________________ Assignment Responsible Party Due Date _______________________________________________________________ _______________________________________________________________
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- 33.
- 34. Project Management Responsibilities •Issues • Actions • Assignments • Resources • Schedules • Review • Control
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- 36. Basics of Behavior Situationor Task Observation Decision Actions Results Consequence
- 37.
- 38. Exercise Three: • Individually:List strengths and weaknesses of your project management skills. • Table Group: List ways to strengthen your project management weaknesses. • Choose one person to report to the large group. 38
- 39.
- 40. 40 CDRH Strategic Plan OurMission Promoting and protecting public health by ensuring the safety and effectiveness of medical devices and the safety of radiological products
- 41. 41 CDRH Strategic Plan OurVision Ensuring the health of the public through out the Total Product Life Cycle (TPLC)
- 42. 42 CDRH Strategic Goals Goal1: Public Health Impact Goal 2: Magnet for Excellence Goal 3: Knowledge Management Goal 4: Total Product Life Cycle (TPLC)
- 43. 43 Strategic Plan Goals Priorities Focus Areas & Initiatives Scorecards& Budget Execution & Evaluation
- 44. 44 In its mostfundamental sense, execution is a systematic way of exposing reality and acting on it “We don’t think ourselves into a new way of acting, we act ourselves into a new way of thinking” Execution
- 45. 45 How do weexecute the strategic plan? Project Management Plans • Long term projects • New initiatives Scorecards • Performance in Key Result Areas (KRAs)
- 46. 46 Meeting MDUFMA PerformanceGoals We're setting milestones for review… Scientific Review Scientific Review Interactive Review Filing Review Panel Planning Closeout Review Panel Go/No Go Panel Meeting Final Decision 320 days Major Deficiency Letter Clock Stops Consults Complete PMA Received Status Letter Filing Letter
- 47. 47 Quality System forApplication Review We're using quality systems to assure quality reviews… • Focusing on selected cross-cutting areas – e.g., biocompatibility • Using retrospective (post-decision) peer assessments • Assembling quality assessment teams • Continuing with pilot program
- 48. 48 So why dowe need a strategic plan? We’re using strategic planning to meet our challenges… • Managing a changing workload • Meeting changing stakeholder demands and expectations • Making best use of our limited resources • Conducting business in an open and transparent manner • Looking beyond the next “fire drill”!
- 49. 49 And what dowe need from you? Awareness Energy Ideas Patience Support
- 50.
- 51. Exercise Four: FirstThings First • Individually: List project management priorities in priority order. • Table Group: Discuss and decide project management priorities in priority. • Choose one person to report out to large group 51
- 52. Project Scope 1 23 4 5 HML HML HML HML HML HML HML HML HML HML HML HML HML HML HML HML HML HML HML HML HML HML HML HML HML Money Projects Members Machines Materials Methods
- 53. Risk Management Basics 12 3 4 5 HML HML HML HML HML HML HML HML HML HML Probability Risks Seriousness
- 54. Cost/Benefit Basics 1 23 4 5 HML HML HML HML HML HML HML HML HML HML Cost Options Benefit
- 55. Defining the Project TELL:What we are going to do. Why we are doing it. How we will do it. Where we will do it. When we will do it. Who we will do it for.
- 56. Project Action Planning Identifyand prioritize the issues. Plan, organize, and execute the action items. Assign, direct and support the responsibilities. Schedule, allocate and control the resources. Schedule,commit to, and meet the target dates. Close project and plan next steps.
- 57. One page projectmap One page project overview initiating overview planning overview executing overview controlling overview closing overview One page meeting overview Project Management Quick Connects
- 58. • To betterunderstand your project stakeholders, you need answers to: – Who are my stakeholders? Where? – What do they need? Where, When and Why? – How will they measure my performance? – What does the stakeholder expect? – What is the stakeholder’s perception? Questions for Success
- 59. Project Management BasicsWorkshop Conclusion 59 Apply the Key Principles Know what you need Know when you need it Know what you can pay Follow the Guidelines Priorities Based Process Focused Aligned Integrated Results Driven Mitchell W. Manning Sr. manningmitch@aol.com Chief Priorities Officer 252.714.3481 cell Priorities Limited LinkedIn.com
- 60. Project Management Basics BehavioralQuick Connects Day 2
- 61. Project Management Basics– Behavioral Quick Connects Day Two/Lesson Two You will learn how to: • present yourself to the project manager and project members • assess your project management experience • work with the best project team member, and the worst • use your organizational values and ethics to motivate the project team • present your ideas • train and evaluate others • plan next steps • give positive and negative information/feedback • summarize and close meetings • self-analyze for strategic project leadership • explore project management websites for growth and development 61
- 62. Presenting Yourself Exercise One •My job is… • This is what I’m good at… • This is how I work best… • These are my values… • This is the contribution I plan to make… • These are the results I expect to deliver… • This is how I expect to be held accountable…
- 63. Presenting Yourself Exercise One- continued Keep a list of your successes. • Situation or task assignment • Observation • Decision • Action • Result • How I feel • What I learned NFL
- 64. Self Assessment Project ManagementExperience • How do you feel about your project experience? • What would you do differently? • List the Positive and the Negatives • What do you want to do differently when you return to work as a result of this course?
- 65. Best Team Member andWorst Team Member Exercise Three – Project Management Basics • List behaviors of the best team member. • List behaviors of the worst team member. montana
- 66. Organization Values andEthics Exercise Four – Project Management Basics • List your organizations values. Give a positive action, specific and measurable, for each. 1. 2. 3. 4. 5. TRC Attends DSM
- 67. Presenting Your Ideas ExerciseFive – Project Management Basics • Subject • Objective • Present Situation • Proposal • Advantages (3) • Disadvantages (2) • Action COSTA
- 68. Training Others Exercise Six– Project Management Basics • What • Why • How • Example • Application • Evaluation • Summary and Next Steps Cement
- 69. Evaluating Others Exercise Seven– Project Management Basics Agreement Plan Process 1. How do you feel about? 2. What would you do differently? 3. What else? 4. This is how I feel about… 5. This is what I need to share… 6. Allow response, clarify and confirm evaluation 7. Set new agreement and plan. bricks
- 70. Planning Next StepsUsing Situation Appraisal Exercise Eight – Project Management Basics Situation Owner Customer Action Resources Dates Opportunities Problems Decisions Potential Problems hydro
- 71. Evaluating and GivingFeedback Exercise 9 – Project Management Basics Ratings Comments Instructions: Complete the Course Evaluation on Page 21.
- 72. Summarizing and Closing ExerciseTen – Project Management Basics Key Points Questions Actions
- 73. Exercise Eleven –Strategic Leadership 1. Leadership 2. Strategic Planning 3. Customer and Market Focus 4. Measurement, Analysis, and Knowledge Management 5. Workforce Focus 6. Process Management 7. Results 73
- 74. Project Management Website Exploring ExerciseTwelve – Project Management Basics Project Management Institute SlideShare ProjectManagementBookofKnowledge Wikipedia Project_Management Amazon.com Project Management Books
- 75. Day Three –Lesson Three Project Management Basics: Technical Quick Connects 75
- 76. Day Three/Lesson Three Youwill learn to: • describe the project to key stakeholders • write the project charter • document the preliminary project proposal questions • build project support and gain buy-in • plan project resources • sell your project to others • build external project support • use a project checklist for strategic leadership from beginning to close the project 76
- 77. Project Management Basics: ReviewThe Course Objectives • A “hands on” workshop • Learn and practice project fundamentals • Experience five stages of project management, • Contribute more quickly and effectively • Instruct others • Work with others effectively and successfully • Contribute more timely and at a higher level • Lay a foundation of technical knowledge • Enhance the behavioral skills. • A general understanding of project responsibilities and accountabilities • A systematic and logical presentation • Drawn from the experience and teaching of gurus and role models 77
- 78. Review Day One/LessonOne You learned to: • define and scope a project • apply 6 key questions in 5 key project stages • define and lead initiating, planning, staffing, controlling, and closing projects • map a project and apply the seven basic tools essential to effective project management • contribute to and lead effective project meetings • contribute to and lead effective project problem solving and decision-making 78
- 79. Review Day Two/LessonTwo You learned how to: • present yourself to the project manager and project members • assess your project management experience • work with the best project team member, and the worst • use your organizational values and ethics to motivate the project team • present your ideas • train and evaluate others • plan next steps • give positive and negative information/feedback • summarize and close meetings • self-analyze for strategic project leadership • explore project management websites for growth and development Why? 79
- 80. Project Management Communication WorkBook Step 1: Describe the Project Step 2: Write the Project Charter Step 3: Preliminary Project Proposal Questions Step 4: Building Project Support and Getting Buy-in Step 5: Project Resource Planning Step 6: Selling Your Project Step 7: Building External Project Support Step 8: Project Checklist for Strategic Leadership 80
- 81. Step 1: Describethe Project • Who is the sponsor? • What is the project, and its scope? • Why is the project important? • How will the project be managed? • What resources are needed? Where and When? • Where is the project located? • When does the project start and close? • Who is on the project leadership team? • What are the project roles, responsibilities and accountabilities? 81
- 82. Step 1: Describethe Project, cont’d • What is my assignment? • Why am I on the project team? • When do I work on the project (start and finish)? • Who are my customers? • Who do I report to? • Where will my efforts be directed? 82
- 83. Step 2: Writethe Project Charter • Provide project specific information/data: Include your mission statement, brief description of your project assignment, number of people served, and staff, volunteer and project team data, if appropriate. • Describe the need: Clearly, concisely and specifically tell the sponsor why there is a project. • Explain what you will do: Describe precisely what will take place as a result of the resources. Provide just enough detail to strengthen the sponsor's interest and support. • Overview Needed Resources: Begin with reference to your prior contact with the sponsor, if any. Clearly and concisely state the resources required for completing the project/your assignment. • Close: Connect your proposal and mission to the sponsor's mission and interest. Tell how the project outcomes will serve your assignment and the sponsor's interests. 83
- 84. Step 2: Writethe Project Charter continued Charter Attachments: • Budget - Show the total cost of the project. Include future funding only if the absence of the information will raise questions. • Project Team List - provided by the Project Planning Team • Charter - provided by the Project Planning Team • Financial Documentation - provided by Project Planning Team • Brief Bios of Key Team Members - include only project related education and experience. Why? 84
- 85. Step 3: PreliminaryProject Management Questions • What resources will you need? • What capabilities do you, and your project team, have? • List Sponsor support for executing the project. • List additional support needed, if any, for executing the project proposal. 85
- 86. Step 4: BuildingProject Support and Getting Buy-in • Identify two or three related major organizational challenges/problems your sponsor is currently facing. • Describe how your project/idea relates to or helps resolve these opportunities/problems. • Who are the project sponsor(s) and project champion(s), and why? • What can these people contribute to executing the project? • What role will each person have, and responsibilities and accountabilities? 86 phone
- 87. Step 5: (1of 3 slides) Resource Planning for the Project Available Resources: List and Describe 1. Members: List and describe people with special knowledge, skills, and related project experience. 2. Facilities: List and describe needed facilities. 3. Machines: List and describe available needed equipment. 4. Materials: 5. Money: 6. Time: 7. Methods: 87
- 88. Step 5: cont’d2 of 3 Resource Planning for the Project Needed Resources: List and Describe 1. Members: List and describe people with special knowledge, skills, and related project experience. 2. Facilities: List and describe needed facilities. 3. Machines: List and describe available needed equipment. 4. Materials: 5. Money: 6. Time: 7. Methods: 88
- 89. Step 5: cont’d3 of 3 Resource Planning for the Project Prepare a compelling presentation to share: • Who is needed on your project team? • What can these people contribute to executing the project? • What role, responsibilities and accountabilities will each person have? • What is the project evaluation plan? – How will it be used for monitoring and controlling the project? – How will it be used for initiating, planning, executing and closing the project? 89
- 90. Step 6: SellingYour Project • Tell how and why your project is unique: • Tell how and why your project is timely: • Tell how and why your project is urgent: • Tell how and why your project is compelling: • Tell how your implemented project will capitalize on the organization's strengths: • Tell how your project will capitalize on the sponsor's interests/mission/strengths: • Tell how your implemented project will address your organizations opportunities/problems/challenges/weaknesses: 90
- 91. Step 7: Building ExternalProject Support • Networking: List organizations/individuals/groups with shared interests in your project outcomes/impact. • Personal Contacts: List contacts you have and need to have. • Meetings and Conferences: List meetings and conferences to attend where you can meet and talk with people with shared interests and experience about your project. • Collaborating People and Organizations: List organizations and contact people. Initial Contact: List and provide contact information for initial contacts. (First contact should be by phone, then letter, email, and visit.) • Benefits of Collaboration: List the advantages to these organizations of working with you and your organization on your project. 91
- 92. Step 8: ProjectChecklist for Strategic Leadership 1. Confirm Strategic Need by using current year planning process documentation. 2. Draft initial project idea. 3. Assess your individual and organizational capability. 4. Assess the need for the project. 5. Identify and select the funding source(s) for the project. 6. Plan the project. 7. Write the project charter. 8. Gain project approval and commitment. 9. Execute the project. 10. Manage and document the project. 11. Evaluate the project management. (go to next slide, 2 of 2 for Step 8) 12. Close the Project. 13. Celebrate 92
- 93. Step 8: ProjectChecklist for Strategic Leadership, 2 of 2 Then, Evaluate the Project Management. Impact in benefits to the Sponsor and Target Population Financial documents (budget, invoices, contracts) Personnel documents (time, salary, benefits, recruiting, hiring, evaluation) Project checklist (goals compared to outcomes) Executive Summary of project plan and project execution schedule. 93
- 94. Training and Development “LetsGo Exploring.” Wikipedia SlideShare Youtube Google Benchmark and Commitments (Begin with the end in mind) 94
- 95. Conclusion • Projects mustbe conceived, and believed, to be achieved. • Project teams need communication, motivation, education, and administration to achieve acceleration. • Projects must be documented, analyzed and evaluated, to be appreciated. “Got a project? You can do it: under budget; ahead of schedule; and above expectations.” with Project Management Basics Mitchell W. Manning Sr. 95
- 96. Before You Go Evaluatethe Class – Project Management Basics – Overall course rating • Did the course meet objectives? • Did the course meet your expectations? – Course Content • Was understandable • Materials were effective • Concept and skills can be easily applied – The Instructor’s Knowledge and Performance – Other Comments • Share things you would change (negatives) • Share things you would keep the same (positives) 96
- 97. About Mitch • MitchellW. Manning, Sr. • Chief Priorities Officer, Priorities Limited • Mitch is a GlaxoWellcome retiree (now GlaxoSmithKline). Positions held during his career are: Lead Chemical Processor, Senior Validation Specialist, Section Head of Employee Involvement (Project Teams), and Section Head of Regulatory and Technical Training. • He helped develop the criteria for the Malcolm Baldridge National Quality Award and served two times as an Examiner for the award. He also served two times as an Examiner for the President's Quality Prototype Award. • Additional information about Mitch is available on LinkedIn. 97
- 98. Links to Mitch’sSlideShares Project Management • Project Management Basics • http://www.slideshare.net/FastFix/project-management-basics-15014809 • Project Management Made Simple: Using Quick Connects • http://www.slideshare.net/FastFix/project-management-made-simplev2003final- 3170477 • Project Management Quick Connects: Essential Technical and Behavioral Skills for Project Success • http://www.slideshare.net/FastFix/project-management-quick-connects • Process Mapping for Systems Improvement • http://www.slideshare.net/FastFix/process-mapping-for-systems-improvement • Grant Writing: The Project Proposal Work Book • http://www.slideshare.net/FastFix/grant-writing-project-proposal-workbook 98
- 99. Links to Mitch’sSlideShares • Leadership and Self-Development • Time Management: Skills, Tools and Techniques for Taking Control of Your Time • http://www.slideshare.net/FastFix/time-managementforprioritieslimited • Leadership and Teambuilding Skills: for Enhancing Motivation and Behavior • http://www.slideshare.net/FastFix/leadership-and-team-building • New Team Leader Work Book: A Guide for New Teams and Newly Appointed Leaders • http://www.slideshare.net/FastFix/new-team-leader-workbook • Insights Into Work Life Balance: Empowering MegaCorp (the slides) • http://www.slideshare.net/FastFix/empowering-mega-corp-slides • Insights Into Work Life Balance: Empowering MegaCorp (the fable) • http://www.slideshare.net/FastFix/empowering-mega-corp-4956999 • Working With People: Six Core Principles • http://www.slideshare.net/FastFix/working-with-people • What To Say To Build Relationships • http://www.slideshare.net/FastFix/what-to-say-to-build-relationships 99
- 100. Links to Mitch’sSlideShares Training • Training and Performance Management Guide • http://www.slideshare.net/FastFix/training-and-performance-management-guide • Corporate Training and Development Catalog • http://www.slideshare.net/FastFix/corporate-training-and-development-catalog • Corporate Training Documentation: Learning Management Systems Basics • http://www.slideshare.net/FastFix/corporate-training-documentation- management • Corporate Training for the Management Team • http://www.slideshare.net/FastFix/corporate-training-for-the-management-team 100
- 101. Links to Mitch’sSlideShares Regulatory Compliance • Managing Regulatory Compliance: Responsibility and Accountability for All Levels and All Positions • http://www.slideshare.net/FastFix/managing-regulatory-compliance • Regulatory Compliance: One Consultant's Perspective • http://www.slideshare.net/FastFix/regulatory-compliance-2010-one-consultants-perspective • The Ethics of (Regulatory) Compliance • http://www.slideshare.net/FastFix/the-ethics-of-compliance • Trends In GMP Compliance • http://www.slideshare.net/FastFix/trends-in-gmp-compliance-2012 • Quality Systems Investigation Technique • http://www.slideshare.net/FastFix/quality-systems-investigation-technique • Quality Systems Approach Overview • http://www.slideshare.net/FastFix/quality-systems-approach-overview • Leadership for the FDA Inspection: The Managers' Review • http://www.slideshare.net/FastFix/leadership-for-the-fda-inspection-the-manager-review-2195423 • Teambuilding for the FDA Inspection: The Employees' Review • http://www.slideshare.net/FastFix/team-building-for-an-fda-inspection-the-employee-review 101
- 102. Links to Mitch’sSlideShares Job Interviews • How to Mind Read Your Interviewer: To Get the Job Offer • http://www.slideshare.net/FastFix/how-to-mind-read-the-interviewer • Learn to Mind Read the Interviewer: To Be Your Best At Job Interviews • http://www.slideshare.net/FastFix/learn-to-mind-read-the-interviewer • Career Development: A Fifty Year Process • http://www.slideshare.net/FastFix/career-development-a-fifty-year-process • Job Interview Skills Work Book • http://www.slideshare.net/FastFix/interview-skills-clinic-work-book-for-slide-share • Job Interview Skills Clinic (the slides) • http://www.slideshare.net/FastFix/interview-skills-clinic 102
Editor's Notes
- #2 It is best to begin at the beginning. Just what is Project Management?
- #9 Project Management is the time-bound use of limited resources to achieve a fixed outcome. Think of flashlight tag in the neighborhood or a family dinner. The basics are there. Think of a new world-wide product or service. The basics are there.
- #10 So, why do we make such a big deal of project management in our organizations? The answer is to achieve behavioral and technical control.
- #11 Understanding “needs” is very simple and very serious. Needs meet expectations. All needs are equal. You cannot move forward if a need is unfulfilled. Needs and wants are different. Wants exceed expectations. Wants are not equal. You can move forward when a want is unmet, but stakeholders will be less than satisfied.Every project deserves clearly identified and shared needs and wants. The wants are more helpful to project success when the priority order is known and shown.Project management is about balancing value, scope, and time to meet and exceed the expectations of all the stakeholders. Value, Scope, and Time are the first things for the project stakeholders to agree on and commit to. Any variation in one will affect the other two. Therefore, all changes require control and agreement. The key principles of project management applies on the playground with a group of eight year olds the same as in the board room of the world’s most complex organizations. And, little has changed since the dawn of civilization, except the tools we use for documenting and controlling the project.
- #12 The priorities of project management are value, scope, and time. These rule the processes, the systems, and the results.The core processes are procure, protect, produce, and promote. These apply to all the resources required by the project.Systems are collections of processes useful for managing the required resources. The basic resources are Members, Money, Materials, Machines, and Methods. The corresponding systems within organizations are often identified as Human Resources, Finance, Purchasing/Material Handling, Production/Engineering, and Quality Assurance. The organizational systems however called are best when aligned and integrated to be Results Driven. Alignment and Integration requires a systematic and logical progression of key organizational documents. The most effective project manager respects and follows the hierarchy of the organization.
- #13 Point to be made by the facilitator:The objective to get the one pager correct, not to get to one page. You must do it right the first time.
- #17 Point to be made by the facilitator:Project planning follows the same basic steps from the playground to the executive board room. The high rate of project failure is not because we don’t know what to do. Project failure happens because we don’t do what needs to be done in the systematic and logical order needed to be successful.
- #18 Point to be made by the facilitator:Systematic and logical analyses are necessary to ensure project success. Scope creep, budget over runs, and extended due dates are the predictable outcomes of inadequate project opportunity analysis. One key to success is often to let the project definition determine the project solution. A solution should never define the project.
- #19 Point to be made by the facilitator:.There are 3 expectations for project outcomes . They are:Exceeds expectationsIs under budgetCompleted before due date
- #24 Point to be made by the facilitator:Projects run on information. The way to get information is to question to the void, that is until there are no more logical questions.
- #26 Point to be made by the facilitator:There are 5 clearly defined stages to successful project management. And, a lot of books with different spins on the content.
- #27 Point to be made by Mitch Manning Sr.Initiating a project requires resource planning in 5 key areas, and the masterful use of 4 behavior skills and 2 technical skills.
- #28 Point to be made by Mitch Manning Sr.Project planning requires the same 5 areas of resource planning and 3 technical skills.
- #31 Point to be made by Mitch Manning Sr.An effective meeting has a known purpose and a shared outcome. It starts on time, ends on time, and attendees know what they are to do next.
- #40 Point to be made by Mitch Manning Sr.It is desirable and good practice to emulate exemplary project management behavior. CDRH provides an excellent model of “project management Basics Workshop” from a few years ago. Let me show you.
- #41 Point to be made by Mitch Manning Sr.The mission needs to be clear, concise, correct and motivating for all levels of all stakeholders.
- #42 Point to be made by Mitch Manning Sr.The vision needs to be communicated clearly, concisely, and correctly in a motivating manner in less than 8 seconds.
- #44 Point to be made by Mitch Manning Sr.Priority, Focus, Execution, Measurement, and Evaluation are necessary for continuous improvement.
- #45 Point to be made by Mitch Manning Sr.This slide says it all. “Strategy is a simple art. Execution is the thing.” Napoleon Bonepart
- #49 Point to be made by Mitch Manning Sr.The strategic plan provides priority and focus for all stakeholders.
- #50 Point to be made by Mitch Manning Sr.Project Management is Basics Workshop by using clear, concise, correct and positive motivating language easily understood by all stakeholders.
- #60 Point to be made by Mitch Manning Sr.This concludes the presentation.Are there any questions?Lets let Tony Carfagno take us all to lunch.Thank you